Primary Embedding Mechanisms: - What leaders pay attention to, measure, and control on a regular basis - How leaders react to critical incidents and organisational crises - How leaders allocate resources - Deliberate role modelling, teaching, and coaching - How leaders allocate rewards and status - How leaders recruit, select, promote, and excommunicate (Schein, 2010). Schein’s primary embedding mechanisms is based on the principle that people will pay attention to what leaders do and their behaviours, which in turn create the unwritten rules, mind-sets, and culture of the organisation.
To facilitate the primary embedding process, it is also possible to use a leadership assessment and development tool like the Farax model, developed by Dr. Jouko Arvonen of Sweden. This tool is applied to define the organisational leadership strategy, which is aligned with the future needs of the organisation through the application of the Farax model. Assessment of the various leaders are then performed to identify individual, team, functional and organisational gaps, and the associated design of the appropriate coaching and training interventions to achieve alignment.
The secondary embedding mechanisms below, will not change mind-set or culture alone, but need to be used in alignment with the primary embedding mechanisms.
Secondary Articulation and Reinforcement Mechanisms: - Organisational design and structure - Organisational systems and procedures - Integrated rites and rituals of the organisation - Design of physical space, façades, and buildings - Integrated stories about important events and people - Formal statements of organisational philosophy, creeds, and charters (Schein, 2010).
An example of integrated social practices and organisational communication processes
96 Management Today | January 2012
is successfully used at Namdeb’s (De Beers’s and Namibia’s government) joint venture operation. Namdeb has integrated a local tribal communication method of engagement and communication, as a component of the organisation’s communication processes. Local tribes use a practice where everyone from the tribe is welcome to gather with the elders and has the opportunity to speak and be heard. At their Head Office, management painted a tree on the wall and after a communication or presentation people stick their comments/suggestions/ critique in the form of “Post Its” or notes on the tree branches. A specific focus is then to harvest the ‘fruit’ from the tree; the notes are clustered and prioritised, and attended to by management.
• Develop a cultural establishment plan
(project plan) with time-frames, measurables, etc. This automatically implies a project manager with a formal implementation and monitoring team.
The time-frame allocated for the investigation of organisational culture is between 6 and 12 months and therefore not a quick process, as we are studying the levels of culture established over years, maybe decades or longer.
Framework Building Block - Embedding the New Culture This process is the practical establishment of the integrated social and business culture and could be established in the following ways: • Establish the new shared value system at executive level first – lead by example. • Live the values as an executive team and purposely influence the leaders below the executive team. • Proceed with an extensive communication
program on the new value system. Make established values visible to all.
• Purposely manage and drive the transfer of values to the lower level leaders and ensure that it is established.
• Focus on all other employees and stakeholders through the primary and secondary embedding mechanisms. • Ensure the on-boarding of new employees to the business culture, to ensure the transfer
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