TMI Vorlesung 4 Teil 1

“The pattern of basic assumptions that a group has invented, discovered or developed to cope with its problems of external adoption or internal integration, that has worked well and are taught to new members as the way to perceive, think, feel and behave.” (Schein, 1999)

-> Aggregation of values, norms, beliefs andattitudes in a company

“Perceptions of the events, practices, and procedures and the kinds of behavior that are rewarded, supported, and expected in a setting.”(Schneider, 1990)

-> Shared perception of the working environment

Climate can be changed more easily than culture.

Artifacts and Creations

Espoused Values & Norms

Basic Assumptions

The deeper rooted, the less visible, and the more difficult to influence

Technology

Art

Visible and audible behavior patterns

Visible but often not decipherable

•Testable in the physical environment

•Testable only by social consensus

Greater level of awareness

•Relationship to environment

•Nature of reality, time and space

•Nature of human nature

•Nature of human activity

•Nature of human relationship

Taken for granted, invisble, preconscious

Corporate Identity, Technologies, Architecture

Behavioral patterns

Rituals and stories

Formal rules

Behavioral Standards

Basic assumptions = World view of the companies

… about truth and time

… about the environment

… about the nature of mankind

… about the nature of human relationships

• facts vs. pragmatism

• tradition vs. future

• threatening vs. supportive

• conquerable vs. overpowering

• good-willing vs. malicious

• developable vs. not changeable

• egalitarian vs. hierarchical

• competition vs. cooperation

Hierarchy

Pay levels

Job descriptions

Informal practices such as norms

Espoused values and rituals

Stories, jokes, and jargons

Physical environment

Number of levels from the head of the organization to the lowest level employee

High or low, whether there is performance-related pay, and what the differentials are between people at different grades

How detailed or restrictive they are and what aspects they emphasize such as safety, or productivity, cost saving or quality

Management and non-management employees sit at separate tables in the canteen; dress is strictly formal, there are uniforms, or dress is casual

An emphasis on cooperation and support vs. cut-and-thrust competition between teams; cards, gifts, and parties for those leaving the organization or such events are not observed

Commonly told stories about a particular success or the failings of management; humor about the sales department, for example; and jargon or acronyms (most government departments have a lexicon of acronyms and jargon and the language is often impenetrable to outsiders)

Office space, canteens, restrooms; are all spaces clean, tidy and comfortable, or is it only the areas on public display? Are there decorations such as plants and paintings and good facilities?

System openness

Degree of organization

Information style

Cooperation promotion

Conflict awareness

Recruitement mode and personnel development

Competence and responsibility

Ready for innovation dialogue, open-minded

Conscious dosage of the degree of organization: organization as free space for action and not as a restriction of freedom to act

Informal information relationships

Willingness to cooperate and actively promote -> mutual appreciation

Positive attitude towards conflict

Unconventional, conflict-prone people

More flexible understanding of responsibility

Artefacts demonstrate the underlying values that influence the innovation behavior of employees.

Cemetry of ideas

Random lunch partners

Garbage time & Yoga

Fuck-up Nights

Hackathons

Flop Family Trees

Bring-your-own-pet

Reading corner

1. Organizational encouragement

2. Supervisory encouragement

3. Work group supports

4. Sufficient resources

5. Challenging work

6. Freedom

7. Organizational impediments

8. Workload pressure

1.-6.: Stimulant scales

7.-8.: Obstacle scales

An organizational culture that encourages creativity through the fair, constructive judgment of ideas, reward and recognition for creative work, mechanisms for developing new ideas, an active flow of ideas and a shared vision of what the organization is trying to do

A supervisor who serves as a good work model, sets goals appropriately, supports the work group, values individual contributions, and shows confidence in the work group.

A diversely skilled work group in which people communicate well, are open to new ideas, constructively challenge each other‘s work, trust and help each other, and feel committed to the work they do

Access to appropriate resources, including funds, materials, facilities, and information

A sense of having to work hard on challenging tasks and important projects

Freedom in deciding what work to do or how to do it; a sense of control over one‘s work

An organizational culture that impedes creativity through internal political problems, harsh criticism of new ideas, destructive internal competition, an avoidance of risk, and an overemphasis on the status quo

Extreme time pressures, unrealistic expectations for productivity, and distractions from creative work

A comprehensive set of balanced, innovation-promoting factors

Openness & flexibility <-> Reflexivity

Supervisory Support <-> Participation

Communiation <-> Collaboration

Psychological safety

Reactive mindset <-> Proactive mindset

supporting employees’ innovativeness <-> empowering employees

exchanging explicit knowledge <-> exchanging implicit knowledge

encouraging employees to trust and to speak up without being rejected

Different types of failure have differentconsequences

Deviance

Inattention

A lack of ability

Process inadequacy

Task challenge

Process complexity

Uncertainty

Hypothesis testing

Exploratory testing

An individual chooses to violate a prescribed process or practice.

An individual unintentionally deviates from specifications.

Individual doesn‘t have the skills, conditions, or training to execute a job.

A competent individual adheres to a prescribed but faulty or incomplete process.

An individual faces a task too difficult to be executed reliably every time.

A process composed of many elements breaks down when it encounters novel interactions.

A lack of clarity about future events causes people to take seemingly reasonable actions that produce undesired results.

An experiment conducted to prove that an idea or a design will succeed fails.

An experiment conducted to expand knowledge and investigate a possibility leads to an undesired result.

Detecting failure

Analyzing failure

Promoting experimentation

Correctly dealing with failure helps to establish a learning-oriented culture.

Those that catch, correct, and learn from failure before others do will succeed