Kulturebenen-Modell
(Schein)

Wissenszentrum

Kulturen umgeben uns alle. Kulturen sind tiefliegend, überall vorhanden und komplex.

Jedoch, laut Edgard Schein, können wir Organisationales Lernen, Entwicklung und geplante Änderung nicht verstehen, es sei denn, das wir Kultur für die Primärquelle des Widerstandes zur Veränderung ansehen.

Außerdem, wenn Manager sich nicht der Kulturen bewusst werden, in denen sie eingebettet sind, werden jene Kulturen sie handhaben. Kulturelles Verständnis ist für jeden wünschenswert, aber es ist für Leiter wesentlich, wenn sie führen wollen.

Mit seinen Kulturebenen-Modell hat Edgard Schein einen wichtigen Beitrag zum Definieren, was organisatorische Kultur wirklich ist, beigetragen.

Was sind die Kulturebenen-Modell? Beschreibung

Schein teilt organisatorische Kultur in drei Ebenen:

1. Kunstprodukte. Diese „Kunstprodukte“ sind an der Oberfläche, jene Aspekte (wie ein Kleid), die leicht erkannt werden können, aber schwer zu verstehen sind.
2. Unterstützte Werte. Unter Kunstprodukten sind „unterstützte Werte“, die bewusste Strategien, Ziele und Philosophien sind.
3. Grundlegende Annahmen und Werte. Der Kern, oder das Wesentliche von Kultur wird durch die grundlegenden zugrundeliegenden Annahmen und Werte dargestellt, die schwierig zu erkennen sind, weil sie auf einer besonders unbewussten Ebene existieren. Dennoch liefern sie den Schlüssel zum Verstehen, warum Sachen in einer bestimmten Weise geschehen. Diese grundlegenden Annahmen bilden sich um tiefere Dimensionen der menschlichen Existenz, wie die Natur der Menschen, menschliche Verhältnisse und Aktivität, Wirklichkeit und Wahrheit.

In seinem Klassiker von 1992: „Organizational Culture and Leadership“, definiert Schein die Kultur einer Gruppe als: „Ein Muster der geteilten grundlegenden Annahmen, das die Gruppe gelernt hat, während sie ihre Probleme der externen Anpassung und interner Integration lösten, das gut genug funktioniert hat, um als valide zu gelten und deshalb neuen Mitgliedern als die korrekte Weise zum Wahrnehmen, Denken und Fühlen in Bezug auf diese Probleme gelehrt werden muss".

In einer neueren Publikation von 1996 definiert Schein organisatorische Kultur als: „die grundlegenden, stillen Annahmen darüber, wie die Welt ist und sein soll, die eine Gruppe von Personen teilen und die ihre Wahrnehmungen, Gedanken, Gefühle und ihr offenkundiges Verhalten festlegen“.

Schein (1992) räumt ein, dass - sogar mit rigoroser Studie - wir nur Aussagen auf Elemente der Kultur abgeben können. Wir können Kultur nicht in ihrer Ganzheit erklären. Schein empfiehlt den folgenden Ansatz für das Forschen über Kultur: schrittweise, klinisch, ähnlich zu einem therapeutischen Verhältnis zwischen einem Psychologen und einem Patienten. Der disziplinierte Ansatz von Schein zur Kultur steht im Kontrast zu der Weise, in der Kultur in einigen der populären Managementzeitschriften behandelt wird.
 

Buch: Edgard Schein - Organizational Culture and Leadership

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