In this program, explore the basic principles of organizational culture. You will be introduced to Edgar Schein's framework for understanding and changing Organizational Culture, exploring both the question of "What is culture?" and "What is a GOOD culture?"
Dr. Andrew Hill is co-founder of BurnBright. He has a Doctorate in Business Administration from Harvard Business School and a Master's in Public Policy from U.C. Berkeley. Prior to founding BurnBright, he served as a professor at the U.S. Army War College, a school for senior military and national security leaders, where he was the first Chair of Strategic Leadership.
Culture is passive control. Through no deliberate action, culture shapes our thoughts and behavior.
Part 1 of an exploration of Schein's definition of culture focuses on assumptions.
Part 2 of the exploration of Schein's definition of culture focuses on how culture evolves.
Artifacts are highly visible elements of culture that suggest things about our values and beliefs.
The second level of Schein's cultural framework, values and norms guide our outward behavior.
The deepest level of culture in Schein's framework, assumptions are our basic ideas about the world.
A "strong" culture has deeply held and widely shared assumptions. But this isn't always good.
What makes a culture "good"? It's not about whether a culture is strong.
Before co-founding BurnBright, Andrew was a professor at the U.S. Army War College, where he taught senior national security professionals. As the War College's first Chair of Strategic Leadership, Andrew's research focused on connecting people, strategy, and innovation. He has a doctorate from H...
