Schein’s Three Levels of Organizational Culture: A Comprehensive Analysis

Edgar Schein, a renowned organizational psychologist, proposed a three-level model of organizational culture in his seminal work, “How Culture Forms, Develops, and Changes.” This model has gained widespread recognition and application in understanding and analyzing the intricate dynamics of organizational culture. This article delves into Schein’s three levels of culture, exploring their significance and interrelationships, drawing insights from various sources, including HBR, PsychSafety.co.uk, and RiskConcern.

Key Facts

  1. Artifacts: The first level of culture is artifacts, which refers to the visible and tangible aspects of an organization. These include the physical environment, symbols, rituals, language, dress code, and other observable behaviors and structures.
  2. Espoused Values: The second level of culture is espoused values, which are the stated beliefs, ideals, and goals of an organization. These values are often expressed through mission statements, value statements, and social contracts. They represent the desired culture that the organization aspires to have.
  3. Underlying Assumptions: The third level of culture is underlying assumptions, which are the unconscious, taken-for-granted beliefs, perceptions, and norms that guide behavior within an organization. These assumptions are deeply ingrained and often difficult to articulate. They shape the way people think, make decisions, and interact with each other.

It is important to note that the underlying assumptions drive the espoused values, which in turn influence the artifacts within an organization. Understanding and addressing the underlying assumptions is crucial for any meaningful cultural change within an organization.

Level 1: Artifacts

The first level of Schein’s model encompasses artifacts, which are the visible and tangible manifestations of an organization’s culture. These artifacts include physical elements such as office design, dress code, and technology, as well as observable behaviors, rituals, and symbols. Artifacts serve as the outward expression of an organization’s culture, providing insights into its values, beliefs, and norms. For example, a company with a creative culture may have vibrant and colorful office spaces, while a more traditional organization may opt for a formal and structured workspace.

Level 2: Espoused Values

The second level of Schein’s model consists of espoused values, which are the stated beliefs, ideals, and goals of an organization. These values are often articulated in mission statements, value statements, and social contracts. Espoused values represent the desired culture that an organization strives to achieve. They provide guidance for decision-making, behavior, and interactions among employees. However, it is important to note that espoused values may not always align with actual behaviors and practices within an organization.

Level 3: Underlying Assumptions

The third and deepest level of Schein’s model comprises underlying assumptions, which are the unconscious, taken-for-granted beliefs, perceptions, and norms that guide behavior within an organization. These assumptions are often deeply ingrained and difficult to articulate, as they are embedded in the organization’s history, experiences, and shared understandings. Underlying assumptions shape the way people think, make decisions, and interact with each other. They exert a profound influence on organizational culture, even though they may not be explicitly stated or recognized.

Interrelationships and Implications

Schein’s three levels of culture are interconnected and interdependent. Underlying assumptions give rise to espoused values, which in turn influence the development of artifacts. This dynamic relationship highlights the importance of addressing the underlying assumptions in order to effect meaningful cultural change. If the underlying assumptions remain unchanged, any attempts to modify espoused values or artifacts are likely to be superficial and unsustainable.

Conclusion

Schein’s three levels of culture provide a comprehensive framework for understanding and analyzing organizational culture. By examining artifacts, espoused values, and underlying assumptions, organizations can gain insights into their current culture and identify areas for improvement. This knowledge can be instrumental in fostering a culture that aligns with the organization’s strategic goals, values, and desired outcomes.

References

FAQs

Schein’s Three Levels of Organizational Culture: A Comprehensive Analysis

Introduction

Edgar Schein, a renowned organizational psychologist, proposed a three-level model of organizational culture in his seminal work, “How Culture Forms, Develops, and Changes.” This model has gained widespread recognition and application in understanding and analyzing the intricate dynamics of organizational culture. This article delves into Schein’s three levels of culture, exploring their significance and interrelationships, drawing insights from various sources, including HBR, PsychSafety.co.uk, and RiskConcern.

Level 1: Artifacts

The first level of Schein’s model encompasses artifacts, which are the visible and tangible manifestations of an organization’s culture. These artifacts include physical elements such as office design, dress code, and technology, as well as observable behaviors, rituals, and symbols. Artifacts serve as the outward expression of an organization’s culture, providing insights into its values, beliefs, and norms. For example, a company with a creative culture may have vibrant and colorful office spaces, while a more traditional organization may opt for a formal and structured workspace.

Level 2: Espoused Values

The second level of Schein’s model consists of espoused values, which are the stated beliefs, ideals, and goals of an organization. These values are often articulated in mission statements, value statements, and social contracts. Espoused values represent the desired culture that an organization strives to achieve. They provide guidance for decision-making, behavior, and interactions among employees. However, it is important to note that espoused values may not always align with actual behaviors and practices within an organization.

Level 3: Underlying Assumptions

The third and deepest level of Schein’s model comprises underlying assumptions, which are the unconscious, taken-for-granted beliefs, perceptions, and norms that guide behavior within an organization. These assumptions are often deeply ingrained and difficult to articulate, as they are embedded in the organization’s history, experiences, and shared understandings. Underlying assumptions shape the way people think, make decisions, and interact with each other. They exert a profound influence on organizational culture, even though they may not be explicitly stated or recognized.

Interrelationships and Implications

Schein’s three levels of culture are interconnected and interdependent. Underlying assumptions give rise to espoused values, which in turn influence the development of artifacts. This dynamic relationship highlights the importance of addressing the underlying assumptions in order to effect meaningful cultural change. If the underlying assumptions remain unchanged, any attempts to modify espoused values or artifacts are likely to be superficial and unsustainable.

Conclusion

Schein’s three levels of culture provide a comprehensive framework for understanding and analyzing organizational culture. By examining artifacts, espoused values, and underlying assumptions, organizations can gain insights into their current culture and identify areas for improvement. This knowledge can be instrumental in fostering a culture that aligns with the organization’s strategic goals, values, and desired outcomes.

References

Related posts: