The Modernistic and Post Modernistic Organizational Value Systems
This essay provides an introduction to organizational depth psychology and spiral dynamics as a means to understand how culture is formed and how it unconsciously affects the behaviors of an organization. The WayThink case study gives a glimpse of what is possible to uncover using these theories. Much has not been addressed and can be the source for ongoing research. For one, there are no extensive case studies related to organizational archetypes. In contrast, spiral dynamics, because of its popularity, has wide-ranging fieldwork, a practice community, training and ongoing research. However, spiral dynamics does not focus on the sources of behavior as organizational depth psychology does.
Analysis of the Organizational Archetypes in Each Value System
In contrast, value and beliefs correspond to a deeper level of culture. It is the set of shared learning and experiences by an organization. It started with the leader and then became a shared experience. As values are repeated in solving problems, they take on the flavor of underlying assumptions. These assumptions become the internal, reflective muscle of how individuals inside an organization are not only expected to behave but are perpetuated by every action. Even though organizations have a relatively transient population with each member bringing their own set of underlying assumptions, organizational culture normalizes each into a shared set that defines how the organization responds to the problems it faces every day.
Like the Innocent, the Orphan archetype drives individuals to seek safe organizations that can provide for them. Unlike the Innocent, the Orphan does not believe that the world is safe. Consequently, orphans feel betrayal at every corner, self-sabotage, and ultimately feel powerless. Orphan organizations are those that have experienced what is perceived as some form of betrayal or abandonment. Examples include takeovers, changing market conditions and poor leadership (Pearson, 1997). Unlike the Innocent archetype, the Orphan can easily live in the three value systems being analyzed. The structure and characteristics of D-Q can simply provide the life conditions for both Orphan organizations and individuals to exist. E-R is also a good candidate because of its competitive nature. In the E-R world there are winners and losers. The losers could feel that the larger E-R system did them wrong and feel victimized. F-S is also capable of experiencing the Orphan. Fighting for a cause for social and environmental integrity could be rejected by the public, authorities and businesses. Lack of vertical system integration (seeing how other value systems see the world) could make an F-S organization or a set of individuals embody the Orphan archetype. Table 6 shows the characteristics of the Orphan archetype in its relationship to the Spiral Dynamics systems.
Organizational Culture Essay Conclusion - CED
An organization is like an organism each of whose cells contains a particular, partial, changing image if itself in relation to the whole. And like such an organism, the organization’s practice stems from those very images. Organization is an artifact of individual ways of representing organization.
Essay on organizational culture - Tenmilesquare
Organizational complexes are containers of memories, thoughts and feelings experienced as work progresses through the activation of a given archetype. They are in essence the underlying assumptions that form at the unconscious level in the act of doing business. Over time, these complexes uniquely identify an organization and provide the basis for its culture. Values and beliefs are built upon complexes and change over time as the environment (life conditions) provides opportunities to solve new problems (mind capacities). For instance, teamwork and collaboration has evolved to a much higher degree in the last 30 years. This aspect of work life is driven by the Lover archetype that regulates how people work and relate to one another. The degree of collaboration has a lot to do with this archetype. In the last three decades, the teamwork and collaboration complex has evolved across most organizations. With this evolution, the value of collaboration has changed. Teams have evolved from simple work containers to social structures with democratic, dynamic empowerment and demonstrable higher performance.
Organizational Culture Essay #3
Chris Argyris and suggest that each member of an organization constructs his or her own representation or image of the theory-in-use of the whole (1978: 16). The picture is always incomplete – and people, thus, are continually working to add pieces and to get a view of the whole. They need to know their place in the organization, it is argued.
The Wal-Mart’s Organizational Culture Essay Sample
As Edmondson and Moingeon (1999:162) comment, employing Model II in difficult interpersonal interactions ‘requires profound attentiveness and skill for human beings socialized in a Model I world’. While they are not being asked to relinquish control altogether, they do need to share that control.