Thank you Tim, for the first time I have a better understanding of what culture really is through your interview with Prof Emeritus Schein. Highly appreciated.
the audio spartial distribution (panning) on thie video should have been done better. It feels very amature. It's quite distracting. But the content is very engaging. Dr.Schein is a joy to listen to.
🎯 Key Takeaways for quick navigation: 01:18 🌐 *Edgar Schein defines culture as the sum total of everything an organization has learned in its history, both in dealing with external problems (goals, strategy, means) and internal relations (how the organization organizes itself).* 05:10 🌱 *Oversimplifying culture as "how we do things around here" is superficial. Schein likens culture to a Lily Pond, where the visible aspects are the leaves and flowers, but understanding requires looking at the root system and history.* 09:46 📊 *Culture surveys are often problematic. They may ask the wrong questions, rely on the surveyor's ideas, and provide a static profile. Schein recommends focusing on engagement surveys over culture surveys, as they are more measurable.* 14:00 🛠️ *Leaders should not start with a desire to change culture but first identify a specific business problem. Culture change should be a means to solve a business problem, not a goal in itself.* 18:46 🌐 *Best practices from other organizations may not work in a new culture. Instead, organizations should focus on internal improvement processes and tailor solutions to their specific context.* 20:35 🔄 *Sustaining cultural change requires not just behavioral changes but also building structural supports. Organizations must evolve stability and internalize the changes for long-term success.* 23:49 🚦 *Hierarchy can be an effective tool for change if leaders enforce rather than just announce changes. It's crucial to align rewards with the desired behaviors and avoid conflicting goals for middle managers.* 26:27 🔄 *In large organizations, it's the organization's responsibility, not the consultant's, to figure out how to engage everyone. Hierarchies can be effective if used to transmit changes down through the system.* 29:26 🌟 *Individual contributors should care about culture, especially if it affects their autonomy and work environment. If the culture doesn't suit their needs, they may vote with their feet and leave for a more aligned environment.* Made with HARPA AI
Great content, but the message gets lost in the production quality mess. You needed a windscreen on the mics and more than one camera (preferably 3) - one locked-off in a double shot, the others on each speaker. Camera movements should be minimal and slow, so as not to distract from the speaker.
what if the culture is designed around one person who does not see themselves as the problem, but everyone else under his leadership does? culture will not change unless the root cause is removed. especially when the person is reluctant or stubborn to change.
Thank you Tim, for the first time I have a better understanding of what culture really is through your interview with Prof Emeritus Schein. Highly appreciated.
Quando o entrevistador é bom, colhemos maravilhas do entrevistado. Muito bom, gratidão.
Tim, excellent interview. You did a great job drawing out wonderful insights from Dr. Schein. Very enjoyable.
Good information, but good grief what is going on with the camera?
Great interview! RIP Edgar Schein
Tim, Thanks a lot for this video, Ed Schein is such un underrated genius!
the audio spartial distribution (panning) on thie video should have been done better. It feels very amature. It's quite distracting. But the content is very engaging. Dr.Schein is a joy to listen to.
Thank Professor Schein and Mr Kuppler
🎯 Key Takeaways for quick navigation:
01:18 🌐 *Edgar Schein defines culture as the sum total of everything an organization has learned in its history, both in dealing with external problems (goals, strategy, means) and internal relations (how the organization organizes itself).*
05:10 🌱 *Oversimplifying culture as "how we do things around here" is superficial. Schein likens culture to a Lily Pond, where the visible aspects are the leaves and flowers, but understanding requires looking at the root system and history.*
09:46 📊 *Culture surveys are often problematic. They may ask the wrong questions, rely on the surveyor's ideas, and provide a static profile. Schein recommends focusing on engagement surveys over culture surveys, as they are more measurable.*
14:00 🛠️ *Leaders should not start with a desire to change culture but first identify a specific business problem. Culture change should be a means to solve a business problem, not a goal in itself.*
18:46 🌐 *Best practices from other organizations may not work in a new culture. Instead, organizations should focus on internal improvement processes and tailor solutions to their specific context.*
20:35 🔄 *Sustaining cultural change requires not just behavioral changes but also building structural supports. Organizations must evolve stability and internalize the changes for long-term success.*
23:49 🚦 *Hierarchy can be an effective tool for change if leaders enforce rather than just announce changes. It's crucial to align rewards with the desired behaviors and avoid conflicting goals for middle managers.*
26:27 🔄 *In large organizations, it's the organization's responsibility, not the consultant's, to figure out how to engage everyone. Hierarchies can be effective if used to transmit changes down through the system.*
29:26 🌟 *Individual contributors should care about culture, especially if it affects their autonomy and work environment. If the culture doesn't suit their needs, they may vote with their feet and leave for a more aligned environment.*
Made with HARPA AI
Great interview. Thanks
great information...thank you
Thanks for this. I feel the stereo sound takes away from the immersion.
Inspiring!
Great content, but the message gets lost in the production quality mess. You needed a windscreen on the mics and more than one camera (preferably 3) - one locked-off in a double shot, the others on each speaker. Camera movements should be minimal and slow, so as not to distract from the speaker.
Fire the camera person. :-P Thanks for sharing the interview.
Don't be mean! That's just the camera person's culture. :D
Bad audio should have had fixed it before continuing the recording.
what if the culture is designed around one person who does not see themselves as the problem, but everyone else under his leadership does? culture will not change unless the root cause is removed. especially when the person is reluctant or stubborn to change.
was the cameraman a five years old? painful to watch and audio was terrible
Whew, very tough to listen to this Edgar Schein
Please, get a new cameraman :,(
Definitely too much panning