Três Levels of Culture
(Schein)

Centro de Conhecimento

As culturas cercam-nos todos. As culturas são profundas - assentado, pervasive e complexo.

Ainda, de acordo com Edgard Schein, nós não podemos compreender Organizational Learning, o desenvolvimento e a mudança de planeamento, a menos que nós considerarmos a cultura como a fonte preliminar da resistência à mudança.

Além disso, se as gerente não se tornarem conscious das culturas em que estão encaixadas, aquelas culturas controlá-las-ão. A compreensão Cultural é desejável para todos, mas é essencial para líderes se forem conduzir.

Com seu três Levels of Culture, Edgard Schein forneceu uma contribuição importante a definir o que a cultura organizational é realmente.

Que são os três Levels of Culture? Descrição

Schein divide a cultura organizational em três níveis:

1. Artifacts. Estes “artifacts” são na superfície, aqueles aspectos (tais como o vestido) que pode fàcilmente ser discernido, mas são duros de compreender.
2. Valores Espoused. Abaixo dos artifacts são “os valores espoused” que são estratégias, objetivos e filosofias conscious.
3. Suposições básicas e valores. O núcleo, ou a essência, da cultura são representados pelas suposições e pelos valores subjacentes básicos, que são difíceis de discernir porque existem em um nível pela maior parte inconsciente. Contudo fornecem a chave a compreender porque as coisas acontecem em uma maneira particular. Estas suposições básicas dão forma em torno de umas dimensões mais profundas da existência humana tais como a natureza dos seres humanos, relacionamentos e atividade humana, realidade e verdade.

Em seu livro de 1992 clássicos: “Organizational Culture e a Liderança”, Schein definem a cultura de um grupo: “Um teste padrão de suposições básicas compartilhadas que o grupo aprendido como ele resolveu seus problemas da adaptação externa e da integração interna, aquele trabalhou bem bastante para ser considerado válido e, conseqüentemente, para ser ensinado aos membros novos como a maneira correta perceber, pensar, e sentir com relação 2 aqueles problemas”.

Em uma publicação 1996 mais recente Schein define a cultura organizational como: “as suposições tacit básicas sobre como o mundo é e ought ser que um grupo de povos está compartilhando e aquele determina suas percepções, pensamentos, sentimentos, e, seu comportamento overt”.

Schein (1992) reconhece que - mesmo com estudo rigorous - nós podemos somente fazer indicações em elementos da cultura. Nós não podemos explicar a cultura em sua totalidade. Schein recomenda o seguinte abordagem para inquirir sobre a cultura: iterativo, clínico, similar a um relacionamento therapeutic entre um psicólogo e um paciente. O abordagem disciplinado por Schein à cultura está no contraste à maneira em que a cultura é tratada em alguns dos compartimentos populares da gerência.
 

Livro: Edgard Schein - Organizational Culture and Leadership -

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Compare com três Levels of Culture:  ContingencyTheory  |  Change Management Iceberg  |  Tipos da cultura  |  Changing Organization Cultures  |  Change Phases  |  Force Field Analysis  |  Core Group Theory  |  Spiral of Silence  |  Groupthink  |  Planned Behavior  |  Knowledge Management (Collison & Parcell)  |  Organizational Memory  |  Organizational Learning  |  Leadership Continuum  |  Cultural Intelligence  |  Forget Borrow Learn

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