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• Acknowledgments
• Preface
• Foreword
• About the Authors
• Part One: Defining the Structure of Culture
• 1 How to Define Culture in General
• The Problem of Defining Culture Clearly
• Summary and Conclusions
• Suggestions for Readers
• 2 The Structure of Culture
• Three Levels of Analysis
• Summary and Conclusions
• Suggestions for Readers
• 3 A Young and Growingxs U.S. Engineering Organization
• Case 1: Digital Equipment Corporation in Maynard, Massachusetts
• Summary and Conclusions
• Suggestions for Readers
• 4 A Mature Swiss-German Chemical Organization
• Case 2: Ciba-Geigy Company in Basel, Switzerland
• Can Organizational Cultures Be Stronger than National Cultures?
• “>Summary and Conclusions
• Questions for Readers
• 5 A Developmental Government Organization in Singapore
• Case 3: Singapore’s Economic Development Board
• The EDB Nested Cultural Paradigms
• Summary and Conclusions: The Multiple Implications of the Three Cases
• Questions for Readers
• Part Two: What Leaders Need to Know about Macro Cultures
• 6 Dimensions of the Macro-Cultural Context
• Travel and Literature
• Survey Research
• Ethnographic, Observational, and Interview- Based Research
• Human Essence and Basic Motivation
• Summary and Conclusions
• Questions for Readers
• 7 A Focused Way of Working with Macro Cultures
• Cultural Intelligence
• How to Foster Cross-Cultural Learning
• The Paradox of Macro Culture Understanding
• Echelons as Macro Cultures
• Summary and Conclusions
• Suggestion for the Change Leader: Do Some Experiments with Dialogue
• Suggestion for the Recruit
• Suggestion for the Scholar or Researcher
• Suggestion for the Consultant or Helper
• Part Three: Culture and Leadership Through Stages of Growth
• 8 How Culture Begins and the Role of the Founder of Organizations
• A Model of How Culture Forms in New Groups
• The Role of the Founder in the Creation of Cultures
• Example 1: Ken Olsen and DEC Revisited
• Example 2: Sam Steinberg and Steinberg’s of Canada
• Example 3: Fred Smithfield: a “Serial Entrepreneur”
• Example 4: Steve Jobs and Apple
• Example 5: IBM—Thomas Watson Sr. and His Son
• Example 6: Hewlett and Packard
• Summary and Conclusions
• Suggestions for Readers
• Implications for Founders and Leaders
• 9 How External Adaptation and Internal Integration Become Culture
• The Socio-Technical Issues of Organizational Growth and Evolution
• Issues around the Means: Structure, Systems, and Processes
• Summary and Conclusions
• Suggestion for the Culture Analyst
• Suggestion for the Manager and Leader
• 10 How Leaders Embed and Transmit Culture
• Primary Embedding Mechanisms
• Secondary Reinforcement and Stabilizing Mechanisms
• Summary and Conclusions
• Questions for Researchers, Students, and Employees
• 11 The Culture Dynamics of Organizational Growth, Maturity, and Decline
• General Effects of Success, Growth, and Age
• Differentiation and the Growth of Subcultures
• The Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives
• The Unique Role of the Executive Function: Subculture Management
• Summary and Conclusions
• Suggestions for the Reader
• 12 Natural and Guided Cultural Evolution
• Founding and Early Growth
• Transition to Midlife: Problems of Succession
• Organizational Maturity and Potential Decline
• Summary and Conclusions
• Questions for Readers
• Part Four: Assessing Culture and Leading Planned Change
• 13 Deciphering Culture
• Why Decipher Culture?
• How Valid Are Clinically Gathered Data?
• Ethical Issues in Deciphering Culture
• Professional Obligations of the Culture Analyst
• Summary and Conclusions
• Questions for the Reader
• 14 The Diagnostic Quantitative Approach to Assessment and Planned Change
• Why Use Typologies, and Why Not?
• Typologies that Focus on Assumptions about Authority and Intimacy
• Typologies of Corporate Character and Culture
• Examples of Survey-Based Profiles of Cultures
• Automated Culture Analysis with Software-as-a-Service
• Summary and Conclusions
• Suggestions for the Reader
• 15 The Dialogic Qualitative Culture Assessment Process
• Case 4: MA-COM—Revising a Change Agenda as a Result of Cultural Insight
• Case 5: U.S. Army Corps of Engineers Reassessing Their Mission
• Case 6: Apple Assessing Its Culture as Part of a Long-Range Planning Process
• Case 7: SAAB COMBITECH—Building Collaboration in Research Units
• Case 8: Using A Priori Criteria for Culture Evaluation
• What of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change?
• Summary and Conclusions
• Suggestion for the Reader
• 16 A Model of Change Management and the Change Leader
• The Change Leader Needs Help in Defining the Change Problem or Goal
• General Change Theory
• Why Change? Where Is the Pain?
• The Stages and Steps of Change Management
• Cautions in Regard to “Culture” Change
• Summary and Conclusions
• Suggestions for Readers
• 17 The Change Leader as Learner
• What Might a Learning Culture Look Like?
• Why These Dimensions?
• Learning-Oriented Leadership
• A Final Thought: Discover the Culture within My Own Personality
• References
• Index
• EULA