Organizational Culture Model : 1985 : Edgar Schein’s

Unit II: Organizational Behaviour

Edgar Schein’s Organizational Culture Model was published in 1985 in his book titled “Organizational Culture and Leadership.”

This book outlines his theory of organizational culture and introduces the concept of three levels of culture, which has become a foundational framework for understanding and analyzing organizational culture.

His model helps to explain the deeper, often unconscious elements that guide behavior, decision-making, and interactions within an organization.

The model consists of three hierarchical levels:

🏢 1. Artifacts

Description: These are the visible and observable elements of an organization’s culture. Artifacts are the physical manifestations, behaviors, language, rituals, and any other visible features of the organization.
Examples: Office layout, dress code, organizational charts, ceremonies, and rituals.
Key Point: While artifacts are easy to see, they don’t always provide clear insight into the underlying culture since they can be easily mimicked or misinterpreted.

💬 2. Espoused Values

Description: These are the stated values and beliefs that the organization claims to uphold, such as its mission statement, vision, and policies. These represent what the organization says it stands for and what it aims to achieve.
Examples: Commitment to innovation, customer service, diversity, sustainability, or teamwork.
Key Point: These values may not always align with actual behaviors and practices within the organization. The gap between espoused values and actual behavior is known as the “cultural gap”.

💭 3. Basic Underlying Assumptions

Description: These are the unconscious and deeply held beliefs that guide behavior within the organization. They are the fundamental, core assumptions about the organization’s nature, people, and the world that are taken for granted by its members. These assumptions are often invisible and difficult to articulate but have a profound impact on how the organization operates.
Examples: Beliefs about how people should be managed, assumptions about how work should be done, beliefs about the nature of human relationships, or assumptions about what is considered “successful.”
Key Point: These assumptions are the hardest to change, and they form the foundation of the organization’s culture. They guide the behavior of individuals at a very deep level and often go unnoticed by members.

📊 Summary of Schein’s Model:

Artifacts: Visible elements, easy to observe but harder to interpret.
Espoused Values: Stated values and beliefs that guide decision-making and behavior.
Basic Underlying Assumptions: Deep, unconscious beliefs and principles that influence behavior and decision-making at the core of the organization.

⚡ Why It’s Important:

Schein’s model helps organizations recognize that while artifacts and espoused values can be readily observed and modified, basic underlying assumptions are the hardest to influence and change.

For real cultural change to occur, the underlying assumptions must be addressed, which requires deeper reflection and understanding of the core beliefs that drive behavior in the organization.