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Schein summarizes a culture that adopts the title of a learning culture as one that assumes the following:
“The world can be managed.
It is appropriate for humans to be proactive problem solvers.
Reality and truth must be pragmatically discovered.
Human nature is basically good and in any case mutable.
The best kind of time horizon is somewhere between the far and near future.
The best kinds of units of time are medium-length ones.
Accurate and relevant information must be capable of flowing freely in a fully connected network.
Diverse but connected units are desirable” (Schein, pg. 405)
Even though my organization is well established, it is currently in the midlife stage for leadership. Schein notes that in this stage the culture heavily influences the think, feeling, and predispositions of its members. (Schein, pg. 408) During this culture stage, the culture is susceptible to having members cling on to “toxic” and dysfunctional environmental opportunities and relationships. (Schein, pg. 408)
To help combat this stage and move on to the next stage of culture, Schein shares the importance of leadership. In this instance, leadership should have the skills to intervene to promote change and identify what parts of the culture are good and which are bad. (Schein, pg. 409)
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