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Edgar Schein’s model of organisational culture, introduced in the 1980s, remains a foundational framework in understanding the complexities of organisational life. Schein’s model proposes that culture exists at three distinct levels: artifacts, espoused values, and basic underlying assumptions. This model has been praised for its depth and comprehensiveness, but it also faces criticism, particularly in light of more recent academic developments. This blog post critically examines Schein’s model, incorporating contemporary academic perspectives to assess its relevance and applicability in today's dynamic organisational environments.
Overview of Schein’s Model
Schein’s model is structured around three levels of culture:
1. **Artifacts**: These are the visible and tangible elements of culture, such as dress codes, office layouts, rituals, and ceremonies. They are the most accessible but also the most superficial layer.
2. **Espoused Values**: These represent the stated values and norms of an organisation, including mission statements, strategies, and goals. Espoused values are intended to guide behaviour and decision-making within the organisation.
3. **Basic Underlying Assumptions**: This deepest level comprises the unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings that truly drive organisational behaviour. These assumptions are often difficult to change.
Strengths of Schein’s Model
Comprehensive Framework
One of the primary strengths of Schein’s model is its comprehensive nature. By delineating culture into three levels, Schein provides a structured approach to diagnosing and understanding organisational culture. This framework helps managers and researchers systematically explore the visible manifestations of culture while probing deeper into the underlying values and assumptions.
Depth of Analysis
Schein’s focus on basic underlying assumptions offers a profound depth of analysis. By recognising that these assumptions are often unconscious, Schein highlights the challenges involved in cultural change. This insight is crucial for understanding why certain organisational behaviours persist despite changes at the artifact or value levels.
Practical Implications
Schein’s model has practical implications for organisational development and change management. By identifying and addressing the different levels of culture, leaders can more effectively implement change initiatives. This model encourages a holistic approach, ensuring that changes at the surface level are supported by deeper shifts in values and assumptions.
Criticisms of Schein’s Model
Overemphasis on Stability
One of the major criticisms of Schein’s model is its emphasis on stability and cohesion. Recent academic research highlights the dynamic and fluid nature of organisational culture, which can be influenced by external factors such as globalisation, technological advancements, and demographic shifts. Schein’s model, with its focus on deep-seated assumptions, may not fully capture the evolving and adaptable aspects of contemporary organisational cultures.
Lack of Consideration for Subcultures
Schein’s model tends to view culture as a monolithic entity within an organisation. However, modern organisations often comprise multiple subcultures, each with its own set of artifacts, values, and assumptions . This fragmentation can lead to cultural conflicts and complexities that Schein’s model does not adequately address. Recognising and managing these subcultures is crucial for effective organisational leadership.
Insufficient Emphasis on External Influences
Schein’s model primarily focuses on internal aspects of culture, potentially neglecting the impact of external environmental factors. In today’s interconnected world, organisations are constantly influenced by external stakeholders, market conditions, and socio-political changes. Integrating these external influences into the analysis of organisational culture is essential for a more holistic understanding .
Applicability Across Different Contexts
While Schein’s model has been widely applied in various contexts, its applicability across different types of organisations and cultural settings is not universal. For example, the model may need adaptation when applied to non-Western or non-corporate environments, where cultural dynamics can significantly differ .
Contemporary Developments and Integrations
Recent academic work has sought to integrate and expand upon Schein’s model. For instance, the dynamic view of culture proposed by Hatch (1993) adds a cyclical process of cultural interplay, emphasising the ongoing interactions between artifacts, values, and assumptions . Similarly, the concept of cultural agility, which highlights the ability to adapt and thrive in diverse cultural contexts, has gained traction in the literature .
Conclusion
Edgar Schein’s model of organisational culture remains a seminal framework in the study of organisational behaviour. Its structured approach to understanding culture through artifacts, espoused values, and basic underlying assumptions provides valuable insights for both researchers and practitioners. However, the model’s emphasis on stability, its monolithic view of culture, and its limited consideration of external influences warrant critical reflection and adaptation. Integrating recent academic developments can enhance the model’s applicability and relevance in today’s complex and rapidly changing organisational landscapes.
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References
1. Ashkanasy, N. M., Wilderom, C. P. M., & Peterson, M. F. (2011). The Handbook of Organizational Culture and Climate. SAGE.
2. Alvesson, M. (2012). Understanding Organizational Culture. SAGE.
3. Martin, J. (2002). Organizational Culture: Mapping the Terrain. SAGE.
4. Hatch, M. J. (1993). The Dynamics of Organizational Culture. Academy of Management Review, 18(4), 657-693.
5. Trompenaars, F., & Hampden-Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business. McGraw-Hill.
6. Hatch, M. J. (1993). The Dynamics of Organizational Culture. Academy of Management Review, 18(4), 657-693.
7. Caligiuri, P. (2013). Cultural Agility: Building a Pipeline of Successful Global Professionals. Jossey-Bass.