Format:
1 Online-Ressource (255 Seiten)
ISBN:
9781000163094
Content:
This book bridges the gap between the latest research on cognitive science and culture, providing a valuable, practical guide for change leaders, CEOs, and practitioners showing you how to realize the full power of culture as a transformational, empowering and competitive resource
Note:
Description based on publisher supplied metadata and other sources
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Cover -- Endorsement Page -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- Introduction -- Chapter 1 The 5 Myths of Culture -- Your Platform Is Already Burning -- Myth 1: Culture Starts at the Top -- Value Engineering and Self-Enhancement -- It's What Good Leaders Do -- Problem 1: Leaders Overestimate Their Own Influence -- Problem 2: Complex Change Does Not Happen through Individual Influence -- Problem 3: For a Leader's Beliefs to Take Hold in the Organization, They Have to Be There to Begin With -- Problem 4: Culture Is Not the Sum of Personalities (The Leaders' or Anyone Else) -- Problem 5: Language Alone Does Not Change Culture -- Leadership and Culture: There Is a Connection -- Myth 2: Culture Is a Physical Thing -- Problem: Culture Doesn't Exist - or Does It? -- Culture Doesn't Make Us Do Anything -- Myth 3: One Company, One Culture -- Problem 1: Cultural Boundaries Overlap -- Problem 2: Region, Nation, and Language -- Problem 3: Network Size Limits Culture -- Myth 4: Culture Is What We Say We Care About -- Problem 1: Norms Aren't the Whole Story -- Caveat 1: Context Matters -- Caveat 2: Group Membership Matters -- Caveat 3: Task Matters -- The Problem with Culture as Values -- Problem 1: "Values" Means Different Things to Different People -- Problem 2: Values Are Expectations, Not Behaviors -- Problem 3: Values Need to Be Already Socialized to Be Adopted -- Problem 4: Some Values Are Compensations for Deeper Cultural Forces -- Problem 5: Values Cannot Be Instilled by Telling People What to Value -- Lived Culture -- Myth 5: Culture Is Employee Well-Being -- Problem 1: Attitudes and Opinions Are Not Culture -- Problem 2: How We Behave Does Not Reflect How We Feel (or Think) -- Problem 3: Measuring Items Out of Range -- The Gap between Myth and Science -- Notes
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Chapter 2 What's Wrong With Corporate Culture? -- The Great Reductions -- Reduction #1: The Problem in MBA Programs -- Outdated Theory, Problematic Assumptions, Leaps of Faith, and Anecdotes -- The Big Assumption: Culture Drives Business Performance -- Reducing Culture to a Dependent Variable -- Academic Myopia: Drawing From Too Few Wells -- Reduction #2: Dumbing Down for Business -- Reduction by Conflation: Culture as Employee Engagement and Well-Being -- Reduction by Compartmentalization: Culture as Employee Behavior -- Reduction by Coaching: Culture as What Leaders Should Do -- The Manager's Dilemma -- A Better Way -- Notes -- Chapter 3 Where Culture Comes From -- Deep Structure -- The Cognitive Science of Culture: Executive Summary -- Culture Comes From Grounded Meaningful Experience -- It's "Meaningful" Because It Worked -- Culture in the Brain, the Body, and the World -- Evidence From Neuroscience -- Evidence From Developmental Psychology -- Physiological and Kinesthetic Evidence -- Evidence From Cognitive Linguistics and Cognitive Psychology -- Socio-Cultural Evidence -- Culture Is Shared Knowledge -- Shared Dominant Logics: Transforming Experience into Basic Units of Culture -- Evidence for Schemas -- Shared Dominant Logics -- Making Sense: How SDLs Ground Culture -- From SDLs to Culture: Models for Making Sense -- Pervasive Forms: SDLs for Sense-Making and Structure -- We Think in Analogies -- Where Corporate Culture Comes From -- Doing Meaningful and Habitual Things: The Grounds for Culture -- Professionalization -- Shared Task Solutions -- Differentiated Core Purpose -- Functionally Grounded Cultures -- The Reference System -- Practices and Adaptations -- Visible Culture -- Discrete Signatures -- Notes -- Chapter 4 Invisible Hands, Invisible Walls -- The Reference System in Action -- New Company, Old Grounding -- Trailblazing
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Into the Unthought Known -- Finding Culture in Talk -- Unthought Knowns -- Ethnographic Action Research -- Quantitative Analysis -- Results -- How These SDLs Make Up the Reference System -- Patterns in Practice -- Adaptations -- The I3 Reference System -- FINANCIAL PERFORMANCE FIRST -- How Does It Show Up? (Practices and Adaptations) -- When Overlearned ... -- Where Does This SDL Come From? -- RULES and CERTAINTY -- How Does It Show Up? (Practices and Adaptations) -- When Overlearned ... -- Where Do These SDLs Come From? -- MAKING THE ABSTRACT TANGIBLE -- How Does It Show Up? (Practices and Adaptations) -- When Overlearned ... -- Where Does This SDL Come From? -- FIRST-HAND KNOWLEDGE -- How Does It Show Up? (Practices and Adaptations) -- When Overlearned ... -- Where Does This SDL Come From? -- ACTION -- How Does It Show Up? (Practices and Adaptations) -- When Overlearned ... -- Where Does This SDL Come From? -- The Reference System Supports ... Until It Doesn't -- Cultures Are "Perfect" ... -- ... Until They're Not -- Digital Values and Practices -- Notes -- Chapter 5 Change the Practice, Change the Culture -- Reference Systems Hold Your Secrets -- Exploring One's Reference System Is an Adaptive Challenge -- Changing Reference Systems: The Process Framework -- 1: Define Principles (Values That Enable the Future) -- 2: Gain Perspective (Seeing Dominant Logics and the Whole Reference System) -- Option 1: Full Research -- Option 2: Partial Research -- Option 3: Co-Creation (Reference System Reverse Engineering) -- 3: Prioritize Practices -- Practice Areas -- Gaining Leverage: The Practice Prioritization Matrix -- Changing the I3s Reference System -- SDLs Targeted through Practices -- Getting More Radical: New Logics for a New Business -- Cultures Aren't Blank Canvasses -- What Does Radical Inculcation Look Like? (It Looks Deliberately Developmental)
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What Is "Deliberately Developmental"? -- Deliberately Developmental Practices -- Changing Reference Systems: The Leadership Framework -- Holding Environments -- Creating Holding Environments -- Personal Leadership Orientations -- Notes -- Epilogue: The Way Forward -- Using Reference Systems to Target Behavior -- Four NEW Laws of Culture & -- One Takeaway -- Spot the patterns and surface the assumptions. -- Disrupting Culture to Disrupt Yourself -- Note -- References -- Index
Additional Edition:
Erscheint auch als Druck-Ausgabe White, Jr, David G. Disrupting Corporate Culture Milton : Productivity Press,c2020 ISBN 9780367280864
Language:
English
