carol van der karr suny cortland

ARTIFACTS, RITUALS, AND HEROES: ORGANIZATIONAL CULTURE AND LEADERSHIP

2013 NEW YORK STATE ACE WOMEN’S NETWORK ANNUAL CONFERENCE

Carol Van Der KarrSUNY Cortland

Introductions and Goals Globalization and higher education

Organizational culture theory

Assessing institutional culture through symbols

Implications for leadership

Your experiences and possibilities

Globalization + Higher Education

Globalization is not easily defined or quantified

Higher education responds to, engages in and works to have an impact on globalization

Higher education are unique organizations

Result: Complex, dimensional, dynamic concepts within complex, dimensional, dynamic organizations

How do we communicate, operate and lead?

Picture This… The experience of the people drawing What happens when it’s seems simple to

you and others don’t get it?

The experience of audience What do we do when we don’t

understand what that person is drawing?

Shared Understanding More challenging as concepts and issues

become more complex Dependent upon experiences and

perspectives of individuals Does not have to mean agreement Can enhance communication and

functioning within an organization

Theory of Organizational Culture

Symbolic framework Institutions are dynamic systems open to

interpretation and multiple meanings may exist within an organization

Looks at the ways meaning definitions, values, assumptions, beliefs, priorities

Are expressed through communication, history, environment, products,

relationships, processes, and behavior  Different models and approaches

Schein’s levels of culture Chaffee and Tierney’s dimensions of culture Masland’s windows on culture

Effectiveness in Organizations

“Surely, quantitative analyses, applied statistics, and economic models are absolutely essential to any organization’s viability, and yet the cultural anchors, basic values, and behavioral dynamics of organizations set the foundations and guidelines for how the more logical, rational and measurable variables will be understood, used, and implemented.”

Organizational Symbols Artifacts Structures: processes and policies,

governance, funding, committees

Rituals and Traditions Saga and Myths Heroes and Saints (and Villains) Language

Tierney’s Cultural Investigation

Examine mission Socialization of new members Information—who defines, how is it

communicated? Strategy—how are decisions made

and who is involved? Leadership—what is expected, who

are formal and informal leaders?

Can You Dig It? 1000 years from now, an archeologist stumbles upon your campus—perfectly preserved.

What artifacts would she find that represent globalization or internationalization on your campus? What would they reveal?

How to Research Culture Cultural Audit or Inventory Can go in with a specific value or initiative

in mind Where do I see international students experience

and support? Naturalistic/qualitative methods

Asking why people hold a view, not just what they think

Interviews and open ended surveys Observations Media analysis (documents, publications, social

media) The process can strengthen understanding

Analysis Clarity and richness of explanations What values, priorities are being expressed? Themes: Recurrent ideas, definitions, views

Different or opposing themes or values Subcultures and cohorts Resonance: Do the symbols support with what we espouse

or assume

All of the above lead to congruence Where is meaning shared

Converge Diverge Conflict

Degree or strength

Leading: Uses of Cultural Exploration

Profile organizational evolution and how it operates

Strengthen sense of identity or purpose Institutional effectiveness

Understand strains, resistance, and conflict Increase communication

Monitoring culture to assess change Connect and anchor different ideas and

initiatives Strategy to achieve a specific goal

Build consensus and infuse meaning through symbols Seeking balance to help move organization

Leading: Promote Understanding

Encouraging Shared Understanding Create opportunities for

ambitious dialogue Engage divergent views and

encourage others to do so Create a web of

understanding

Leading: Expressing Our Values Reflect on our own values

What does my own culture say about me? Are my priorities and values represented in

organizational culture? How am I being interpreted? Am I consistent and clear?

Authenticity Maximizing opportunities for people really get to

understand your perspective Builds appreciation, trust and increases your authenticity People understand where you are coming from

Experiences and Possibilities

What have been your experiences with the culture of your organization? What artifacts have you created? What is your saga? When have you been the hero or villain?

What cultural strategies have you used, or would you think about using, to support globalization or other areas?

Contact

Carol Van Der Karr, PhDAssociate Provost for Academic AffairsSUNY Cortlandcarol.vanderkarr@cortland.edu607 753 2206www.cortland.edu