i) Power Of Organisational Culture

Not appreciating the power of an organisation's culture that is associated with a "taken-for-granted" mindsets including beliefs, values, assumptions, etc being shared by staff and thus mutually reinforced. There is a need to bring the implicit mindsets to the surface and understand the learning process by which the mindset developed. Remember: the potency of the mindsets often revolves around fundamental aspects of life, such as the nature of time and space, human nature and human activity, the nature of truth and how one discovers it, the correct way for the individual and a group to relate to each other, the relative importance of work, family, and self-development, the proper role of men and women and the nature of the family, etc

- mindsets and behaviours

Which comes first

"...Do changes of mind lead to changes of behaviour or do changes in behaviour lead to changes in mind..."
Robert Kegan et al, 2009

It is more about what sort of behaviours are used for challenging the existing mindset. This takes time and it is not easy to rework your mindset away from deep-seated loyalties and internalised models

. Not understanding the organisation's "complete" culture. To understand an organisation's culture, attend one of their meetings and observe what happen, ie

"...- who speaks and who doesn't?

- who is listened to and who is not?

- which issues are discussed directly and which issues are ignored or addressed by innuendo?..."

Peter Senge et al, 2005

The answers to these questions will provide powerful clues as to how an organisation actually functions.

Furthermore,

"...we can always learn much more about organisational culture through careful observation and effective participation than from reading vision and value statements..."

Peter Senge et al, 2005

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