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There are two type of organizational culture.

The questions used in the interviews explored each of the twelve organizational archetypes. The analysis that follows is grouped using the Corlett & Pearson Life Forces.

First, understanding the culture of an organization may be helpful for applicants.

Corlett & Pearson (2003) model the organizational psyche in two layers: conscious and unconscious. In their conception, the conscious layer is where the ego-driven actions and behaviors of those leading the organization manifest activity and shape its culture. The conscious layer is the world of Schein’s artifacts. The unconscious layer, at the heart of psychologist Carl Jung’s analytical psychology, provides the psychic energy necessary for conscious actions. Figure 1 shows the structures of the organizational conscious and unconscious which parallel what Jung conceived as the architecture of the individual psyche. Corlett & Pearson adapted this model and introduced constructs unique to the psychology of organizations.

Organizational Culture Optio Software Inc.

Second, understanding the culture of an organization may help in training new employees.

Figure 2 depicts twelve human faces of the organizational archetype. These are individual archetypal energies that produce specific psychic patterns in the organizational unconscious leading to the formation of complexes that ultimately define the organization’s culture. The genesis of these archetypes is the work of Carol Pearson who has performed considerable research in Jungian depth psychology and has been able to synthesize a large collection of archetypal definitions into twelve faces. Her work is documented in a number of her books and articles. In her partnership with John Corlette, Ms. Pearson expanded her twelve archetypes into the faces of the one organizational archetype. These authors jointly introduced the concept of the life forces that was described in the previous section. Table 1 summarizes the characteristics of each human face of the organizational archetype.

Through synthesis of L100 readings, organizational culture is a set of institutional norms shared by its people who create a distinctive environment to observe, analyze, and act.

Analysis of the Organizational Archetypes in Each Value System

Some organizations may have a significant part of their culture in written form.

Appendix A shows the questions that were used in each one-hour interview with a cross section of the organizations at WayThink. Eight individuals participated in the interviews. Their roles appear in Appendix B. The interview questions were open-ended and allowed each participant to provide the level of detail they were comfortable with. The author noted that after the 4th interview, the answers about the company’s archetypes started to converge. WayThink’s stated values were utilized during the interviews as a way to draw out the Gravesian value systems inherent in the various subcultures. Given the company’s locations and focus, it became clear that several subcultures were present, not just across role boundaries but also geo-cultural.

The author conducted a case study to investigate the organizational archetypes present in an organization and to correlate them to the spiral dynamics value systems. This study was conducted in April of 2011 using a set of questions designed to perform an organizational cultural assessment through individual interviews. A small company in the San Francisco Bay Area volunteered to be the subject of the case study. Eight individuals from this company participated in the interviews, including the CEO.

Leaders have influence the organizational climate and can change the command culture.
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Changing Organizational Culture Essay - 5476 Words

As noted, the Ruler archetype at WayThink is limited. The processes of the company are embryonic and there is not enough energy behind institutionalizing them. Consequently, the company has limited systems and metrics. This situation is counter to the E-R energy where systems and measurements are the norm. However, as expressed earlier in this document, the immature Creator archetype in the E-R system would avoid processes and focus on just doing the work. This behavior is further cemented by the strong D-Q value system of the delivery team in India which unless directed would not naturally embark on systemic behavior. Incidentally, WayThink’s third value, execution excellence, is predicated in a strong Ruler archetype of the E-R kind. The E-R value system is present in the company but the archetype is underdeveloped. Table 23 shows the correspondence of the stabilizing life force archetypes with the value systems for each subculture at WayThink.

An Organizational culture sums up a given set of meanings that are ..

In looking at the value systems for each subculture, the D-Q presence in most groups presents the life conditions that the company must be the one presenting the opportunities for learning. Even though the practice of including learning as part of development plan is present, its reality is shadowed by the need to keep everyone engaged. At present, WayThink learns from its engagements but does not take further steps to accumulate and leverage this knowledge in a systemic way. The company’s Explorer and Sage archetypes are immature. An option they have is to increase the E-R value system in their management team and in the technical leadership of the company. This would potentially create energy about self-learning and exploration. Table 22 shows the correlation of the learning archetypes to the subculture value systems.

Changing an Organizational Culture Essay - 1129 Words

As previously analyzed for the archetypes in the learning life force, WayThink is concentrated on the Innocent archetype. Its main underlying assumption that the “company is still a startup and must work hard to stay in business” limits it from taking steps to allow the Explorer archetype develop. The absence of opportunities in becoming a learning organization goes against one of the company goals: technology leadership.

How to Change Your Organization’s Culture - …

Most of the subcultures at WayThink exhibit strong E-R values. Only the staff augmentation personnel and the Hyderabad site show a stronger D-Q than E-R. This makes the company competitive in their field but limited by the lack of the Revolutionary and Magician archetypes. Table 21 describes the state of each archetype in the results life forces for the subcultures identified at WayThink.

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