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we must investigate why a culture is the way it is. For this inquiry, it is helpful to use Schein’s model, which divides culture into three layers: artifacts, espoused values, and underlying assumptions (Figure 11-1). Figure 11-1.
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Ed Schein, now retired from the MIT School of Management, taught that a group’s culture can be studied in three ways: by looking at its “artifacts,” such as physical space and behaviors; by surveying the beliefs and values espoused by group members; or by digging deeper into the underlying assumptions behind those values.
Laszlo Bock • Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead
change. Edgar Schein, former professor at MIT’s Sloan School of Management, said: “Learning only happens when survival anxiety is greater than learning anxiety. Learning anxiety comes from being afraid to try something new for fear that we will look stupid in the attempt. It can threaten our self-esteem and even our identity.”
Jonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
"Organizational Culture and Leadership" by Ed Schein: “Perhaps the most intriguing aspect of culture as a concept is that it points us to phenomena that are below the surface, that are powerful in their impact but invisible and to a considerable degree unconscious. In that sense, culture is to a group what personality or character is to an
... See moreBen Thompson • The Curse of Culture
The world is becoming more technologically complex, interdependent, and culturally diverse, which makes the building of relationships more and more necessary to get things accomplished and, at the same time, more difficult. Relationships are the key to good communication; good communication is the key to successful task accomplishment; and Humble
... See moreEdgar H Schein • Humble Inquiry: The Gentle Art of Asking Instead of Telling
Edgar H. Schein and Peter Schein, Organizational Culture and Leadership
Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building
change. Edgar Schein, former professor at MIT’s Sloan School of Management, said: “Learning only happens when survival anxiety is greater than learning anxiety. Learning anxiety comes from being afraid to try something new for fear that we will look stupid in the attempt. It can threaten our self-esteem and even our identity.”
Jonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Ed Schein, now retired from the MIT School of Management, taught that a group’s culture can be studied in three ways: by looking at its “artifacts,” such as physical space and behaviors; by surveying the beliefs and values espoused by group members; or by digging deeper into the underlying assumptions behind those values.