Topic: Lesson 7
A leader plays an important role in creating a positive culture that is inclusive of all individuals. Even sub-cultures can impact the overall morale within a smaller unit or larger organization and a leader has a critical role in ensuring that the stated values within an organization align with the actual actions of the individuals.
Learning Outcomes
- Consider how leaders foster both positive and negative organizational cultures.
Two issues for discussion are posed for each lesson. Learners must individually address the issues—initial response—through college-level, succinct and insightful paragraphs.
Peer replies to further the conversation
Student replied to at least two (2) classmates’ posts and each reply includes at least three (3) to four (4) sentences relating the classmate’s post.
Responses are substantive and encourage discussion by proposing a different point of view supported by an attribution to a source, personal example, or personal application. All responses include related follow up questions to promote continued discussion.
LESSON 7 ISSUE FOR DISCUSSION #1:
How can you as a leader effectively promote a positive organizational culture?
(In need of a reply of at least 100 words)
Forum Post 1:
Re: Lesson 7, IFD #1
I think that leading by example can be the best place to start when trying to promote a positive organizational culture. When people see that something matters to the leader, it will begin to matter to everyone else as well, even if it may take some time to catch on. At the same time, accountability must always be taken. If leading by example is how a leader wishes to start promoting a positive organizational culture, then that leader must hold themselves accountable for the example that they are trying to set for everyone else to follow. An example of this could be a CO actually showing up to a company fundraiser event after advertising to the staff that they too should also volunteer their time to support the fundraising event. Likewise, another example could be checking in on your team that they have all of the equipment and sustenance that they need during a field exercise or an actual deployment. Do they have enough water? Do they have any questions about their assigned roles and tasks? Does their equipment work properly? etc. By taking accountability of your teams performance, a leader can set the example of how future leaders should behave and perform when they eventually step into those same roles themselves. Overall, I think the best way to promote positive organizational culture is for the leaders to establish what positive organizational behavior should look like. This must always start from the top and emanate from the leaders first.
LESSON 7 ISSUE FOR DISCUSSION #2:
Why are assumptions important if they are below the surface?
(In need of a reply of at least 100 words)
Forum Post 2:
Re: Lesson 7, IFD #2
As a member of any group, whether established or newly forming, assumptions are an integral part in the formation of the prevailing culture within that group. As we read in Schein’s article, an individual’s assumptions can quickly become a “shared value or belief and ultimately… a shared assumption (if actions based on it continue to be successful).” Therefore, it is essential as a leader to understand those assumptions up front, especially as most of them are “below the surface.” The video clip of the movie, A Few Good Men, was excellent in displaying an example of how two Marines “assumed” that they were just following orders, by applying a “Code Red” on a troublesome Marine. They believed that a Code Red was a normal fixture in the culture on Guantanamo, and played a purpose in correcting the behavior of straying Marines. Furthermore, the leadership along the entire chain-of-command supported this “cultural artifact,” and as we saw, even ordered its usage. As Schein wrote, a charismatic leader can “convince the group to act on [his/her] belief,” especially if the “solution” – in this case applying a “Code Red,” actually works. Thus the usage of Code Red could easily become a “non-discussible assumption,” which is what happened in this movie. We have all seen this “group think” in the Marines, that “basic assumptions, have become so taken for granted that you find little variation within a social unit.” Colonel Jessup believed his actions so completely correct, that he made it clear that he would “find behavior based on any other premise inconceivable,” as Schein wrote.
Therefore, it is key for us as leaders, to search out and understand these assumptions, especially those implicit ones “that actually guide behavior.” I honestly doubt, even with the arrest of Colonel Jessup in this movie, that we would have seen much change in the culture at Guantanamo, until a completely different commander reported for duty. Especially since this behavior had become so entrenched, becoming, “non-confrontable and non-debatable and hence … extremely difficult to change.” As Schein further wrote, “the power of culture comes about through the fact that the assumptions are shared and, therefore, mutually reinforced.” Understanding just how important it is, to properly identify (and manage) underlying assumptions, will cause us to become better leaders, and if need be, help us in changing a possible destructive culture.
Organizational Culture and Leadership, E. Schein, P. Schein.
You Can’t Handle the Truth! – A Few Good Men (7/8) Movie CLIP (1992) HD
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