1. Person or firm who created the framework
Schein’s Change Model was developed by Edgar Schein, a prominent organizational psychologist and management scholar.
2. Description of the framework
Schein’s Change Model, also known as the Organizational Culture Model, focuses on understanding and changing organizational culture. Schein identifies three levels of organizational culture:
- Artifacts: Visible and tangible elements of culture, such as dress code, office layout, rituals, and symbols.
- Espoused Values: The stated values and norms that are promoted by the organization, such as mission statements, codes of conduct, and corporate philosophies.
- Basic Underlying Assumptions: Deeply embedded, taken-for-granted beliefs and assumptions that guide behavior and perceptions within the organization.
Schein’s model emphasizes that successful cultural change requires addressing all three levels, with a particular focus on uncovering and altering the basic underlying assumptions.
3. The framework's "secret sauce"
The distinctive feature of Schein’s Change Model is its emphasis on the deeper, often unconscious, level of culture – the basic underlying assumptions. By uncovering and addressing these fundamental beliefs, organizations can achieve more profound and lasting cultural change.
4. Situations for which the framework is particularly well suited
- Organizational culture change initiatives
- Leadership development and transformation
- Mergers and acquisitions
- Organizational development and change management
- Any context requiring a deep understanding of organizational culture
5. Practical instructions for using this framework
Step 1: Assess Current Culture
- Identify Artifacts:
- Observe and document the visible and tangible elements of the organizational culture.
- Use tools such as cultural audits, walkthroughs, and artifact analysis.
- Understand Espoused Values:
- Review the organization’s stated values, mission statements, and codes of conduct.
- Conduct interviews and surveys to understand how these values are perceived and practiced by employees.
- Uncover Basic Underlying Assumptions:
- Use qualitative methods such as interviews, focus groups, and ethnographic studies to uncover deeply held beliefs and assumptions.
- Look for patterns and themes that reveal the underlying assumptions guiding behavior.
Step 2: Develop a Change Plan
- Identify Desired Cultural Attributes:
- Define the desired cultural attributes and behaviors that align with the organization’s strategic goals.
- Ensure that the desired culture is realistic and achievable.
- Design Interventions:
- Develop interventions to address all three levels of culture: artifacts, espoused values, and basic underlying assumptions.
- Use a combination of training, communication, leadership development, and structural changes.
- Engage Leaders and Stakeholders:
- Involve leaders and key stakeholders in the change process.
- Ensure their commitment and support for the cultural change initiative.
Step 3: Implement and Embed Cultural Change
- Implement Interventions:
- Execute the planned interventions, starting with visible changes to artifacts and espoused values.
- Use training, workshops, and communication campaigns to reinforce the desired culture.
- Address Underlying Assumptions:
- Facilitate discussions and reflective practices to challenge and alter basic underlying assumptions.
- Encourage open dialogue and feedback to support the shift in beliefs.
- Monitor and Reinforce Change:
- Continuously monitor the impact of the interventions on the organizational culture.
- Use feedback mechanisms and cultural assessments to track progress.
- Embed the New Culture:
- Embed the new cultural attributes into organizational processes, systems, and structures.
- Recognize and reward behaviors that align with the desired culture to reinforce the change.
6. Further Reading
- “Organizational Culture and Leadership” by Edgar H. Schein
Download the complete Field Guide to Change Managment Frameworks
