Professional Documents
Culture Documents
Through stories, parables, and other forms of oral or written history, an organization can communicate its ideology and basic
assumptionsespecially to newcomers, who need to know what is
important not only in abstract terms but by means of concrete
only dimensions one could use, but they have the advantage of
being tied to a large body of research on groups and they permit one
to begin to get a sense of the dynamics of culturehow cultural
assumptions begin and evolve. They also represent a conceptual
grid into which one can sort the cultural data that one observes.
Ultimately, what makes it possible for people to function comfortably with each other and to concentrate on their primary task is
a high degree of consensus on the management of the issues dis-
cussed in this chapter. If internal issues are not settled, if people are
preoccupied with their position and identity, if they are insecure, if
they do not know the rules of the game and therefore cannot predict or understand what is going on, they cannot concentrate on
the important survival issues the group may face. On the other
hand, the confrontation of survival issues most often is the critical
stimulus that creates rapid consensus around the internal integration issues.
The internal integration and external adaptation issues are thus
interdependent. The environment sets limits on what the organization can do, but within those limits not all solutions will work
equally well. Feasible solutions are also limited by the characteristics
of the members of the group. The culture that eventually evolves in
a particular organization is thus a complex outcome of external pressures, internal potentials, responses to critical events, and, probably
to some unknown degree, chance factors that could not be predicted
from a knowledge of either the environment or the members. I have
tried to identify the common issues that every new group faces, recognizing that the manner in which those issues are dealt with will
result in a unique outcome.
Leadership comes into play once again as the original source of
ideas or the original behavioral models that are then tested against
the internal and external environments. Norms, rules, languages,
reward systems, and so on do not come out of thin air; nor is it sufficient to say, as some sociologists argue, that such things are enacted by and result from the interaction of members. This is true but
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