Understanding an organisation by using a cultural web
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The article discusses the concept of the 'cultural web' of an organization, focusing on a framework by Johnson and Scholes that helps individuals understand the underlying cultural elements of an organization. It emphasizes the importance of history, stories, symbols, rituals, power structures, control systems, and organizational structure, which all contribute to the organization's culture. The cultural web serves as a tool for both newcomers and existing employees to gain insights into the organization's dynamics and values.
Understanding an organisation by using a cultural web
- 1. UNDERSTANDING THE ‘CULTURAL WEB’ OF AN ORGANISATION. This article considers using a particular tool to find out more about an organisation that you are either about to begin work with, join or already work for but want to know more. Finding out about an organisation may start with its strategic plan, corporate plan, etc. if they have them that is. However, once you start to work with an organisation then there are a number of different ways of picking up ‘cues’ about the ‘life’ of the company. One tool that is particularly useful is Johnson and Scholes' Cultural Web (Fundamentals of Strategy by G. Johnson, R. Whittington, and K. Scholes. Published by Pearson Education, 2012). The Cultural Web is a framework of seven areas you can use to gather knowledge as well a way to explain your own. Cultures are the product of history, whether they were born yesterday, or a hundred years ago. Rapidly that history becomes the ‘way the organisation is’ the rules and regulations, ‘the way we do things around here’. These then form assumptions within the organisation, which in turn form the first part of the web – the PARADIGM. The second aspect of the Web is the part that covers STORIES. You will know stories from companies you have worked with before. These are stories told by people in the organisation to new people, to each other, to external people, etc. - who did what to whom, when, how and even why? These stories, as in history become tales, myths, and legends. They make for interesting listening. Margaret Parkin, author of ‘Tales for Coaching: Using Stories and Metaphors with Individuals and Small Groups’ uses stories extensively as a way to train and develop people as well as identifying the type of organisation it is through the types of stories it’s people uses. Each organisation has SYMBOLS- logos, offices, levels of management, executive loos, dining areas, types of cars, etc. These symbols reflect structures, formal or otherwise of management. You can quickly form an idea of the level of formability of the organisation through understanding the hierarchical structure of management, be it matrix, line or project management methods, all of which are symbols within the web. The paper Symbols in Organizational Culture by Anat Rafaeli, Organizational Behavior, Technion – Israel Institute of Technology is a great place to find out more. A natural area following on from symbols is that of RITUALS. These can include special events like the ‘passing out’ parade (Army) and retrial presentations. Normal events, or processes such as appraisal interviews, promotion interviews, training events, etc. are all
- 2. rituals. They can be less formal of course, such as going to the pub for a drink on Friday afternoon after work, for example. What about POWER STRUCTURES? Power within an organisation may not just depend on how senior someone is. It can also depend on function, of either the person or department. Perhaps the organisation has a number of specialists or specialisms. Power structures, may not be formal- very strong informal structures can evolve though different networks that live inside the organisation. This is another complex area but French and Raven's Five Forms of Power model is a useful place to start learning. The next area of the web concentrates on the CONTROL SYSTEMS, not just the ‘admin’ processes, but the way people are rewarded. What is the ‘reward’ focus? Is it on effort, compliance or because staff turn up on time each day? Once the systems become part of history it is difficult to refocus or create a new one without corresponding knock on effects. The final part of the web is that of the ORGANISATIONAL STRUCTURE. This, to a greater or lesser degree, reflects the power structures but can also give clues about the most important informal structures that really do control the organisation. Even the informal structures will be organised – by hierarchy, matrix, project, etc. Much depends on the history and focus of the day. When you are next in an organisation use the ‘Web’ to SEE, FEEL and HEAR what it tells you. Regards. Pete Mackechnie info@simplicitycoaching.co.uk www.simplicitycoaching.co.uk Visit my LinkedIn profile at http://uk.linkedin.com/in/petermackechnie SIMPLICITY, COACHING, CULTURAL, WEB, ORGANISATION, STRATEGY, FRAMEWORK, PARADIGM, STORIES, METAPHORS, TALES, SYMBOLS, MANAGEMENT, POWER, STRUCTURE, CONTROL, SYSTEMS, FOCUS