book

Disrupting Corporate Culture

Name: Disrupting Corporate Culture
Author: David G. White, Jr
ISBN: 9781000163094

by David G. White, Jr

August 2020

Beginner

254 pages

7h 17m

English

Productivity Press

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Cover
Endorsement
Half-Title
Title
Copyright
Contents
Acknowledgments
Introduction
Chapter 1 The 5 Myths of Culture
Your Platform Is Already BurningMyth 1: Culture Starts at the TopValue Engineering and Self-EnhancementIt’s What Good Leaders DoProblem 1: Leaders Overestimate Their Own InfluenceProblem 2: Complex Change Does Not Happen through Individual InfluenceProblem 3: For a Leader’s Beliefs to Take Hold in the Organization, They Have to Be There to Begin WithProblem 4: Culture Is Not the Sum of Personalities (The Leaders’ or Anyone Else)Problem 5: Language Alone Does Not Change CultureLeadership and Culture: There Is a ConnectionMyth 2: Culture Is a Physical ThingProblem: Culture Doesn’t Exist – or Does It?Culture Doesn’t Make Us Do AnythingMyth 3: One Company, One CultureProblem 1: Cultural Boundaries OverlapProblem 2: Region, Nation, and LanguageProblem 3: Network Size Limits CultureMyth 4: Culture Is What We Say We Care AboutProblem 1: Norms Aren’t the Whole StoryThe Problem with Culture as ValuesProblem 1: “Values” Means Different Things to Different PeopleProblem 2: Values Are Expectations, Not BehaviorsProblem 3: Values Need to Be Already Socialized to Be AdoptedProblem 4: Some Values Are Compensations for Deeper Cultural ForcesProblem 5: Values Cannot Be Instilled by Telling People What to ValueLived CultureMyth 5: Culture Is Employee Well-BeingProblem 1: Attitudes and Opinions Are Not CultureProblem 2: How We Behave Does Not Reflect How We Feel (or Think)Problem 3: Measuring Items Out of RangeThe Gap between Myth and ScienceNotes
Chapter 2 What’s Wrong With Corporate Culture?
The Great ReductionsReduction #1: The Problem in MBA ProgramsOutdated Theory, Problematic Assumptions, Leaps of Faith, and AnecdotesThe Big Assumption: Culture Drives Business PerformanceReducing Culture to a Dependent VariableAcademic Myopia: Drawing From Too Few WellsReduction #2: Dumbing Down for BusinessReduction by Conflation: Culture as Employee Engagement and Well-BeingReduction by Compartmentalization: Culture as Employee BehaviorReduction by Coaching: Culture as What Leaders Should DoThe Manager’s DilemmaA Better WayNotes

Chapter 3 Where Culture Comes From
Deep StructureThe Cognitive Science of Culture: Executive SummaryCulture Comes From Grounded Meaningful ExperienceIt’s “Meaningful” Because It WorkedCulture in the Brain, the Body, and the WorldEvidence From NeuroscienceEvidence From Developmental PsychologyPhysiological and Kinesthetic EvidenceEvidence From Cognitive Linguistics and Cognitive PsychologySocio-Cultural EvidenceCulture Is Shared KnowledgeShared Dominant Logics: Transforming Experience into Basic Units of CultureEvidence for SchemasShared Dominant LogicsMaking Sense: How SDLs Ground CultureFrom SDLs to Culture: Models for Making SensePervasive Forms: SDLs for Sense-Making and StructureWe Think in AnalogiesWhere Corporate Culture Comes FromDoing Meaningful and Habitual Things: The Ground for CultureProfessionalizationShared Task SolutionsDifferentiated Core PurposeFunctionally Grounded CulturesThe Reference SystemPractices and AdaptationsVisible CultureDiscrete SignaturesNotes
Chapter 4 Invisible Hands, Invisible Walls
The Reference System in ActionNew Company, Old GroundingTrailblazingInto the Unthought KnownFinding Culture in TalkUnthought KnownsEthnographic Action ResearchQuantitative AnalysisResultsHow These SDLs Make Up the Reference System Patterns in PracticeAdaptationsThe I3 Reference SystemFINANCIAL PERFORMANCE FIRSTHow Does It Show Up? (Practices and Adaptations)When Overlearned …Where Does This SDL Come From?RULES and CERTAINTYHow Does It Show Up? (Practices and Adaptations)When Overlearned …Where Do These SDLs Come From?MAKING THE ABSTRACT TANGIBLEHow Does It Show Up? (Practices and Adaptations)When Overlearned …Where Does This SDL Come From?FIRST-HAND KNOWLEDGEHow Does It Show Up? (Practices and Adaptations)When Overlearned …Where Does This SDL Come From?ACTIONHow Does It Show Up? (Practices and Adaptations)When Overlearned …Where Does This SDL Come From?The Reference System Supports … Until It Doesn’tCultures Are “Perfect” …… Until They’re NotDigital Values and PracticesNotes
Chapter 5 Change the Practice, Change the Culture
Reference Systems Hold Your SecretsExploring One’s Reference System Is an Adaptive ChallengeChanging Reference Systems: The Process Framework1 : Define Principles (Values That Enable the Future)2 : Gain Perspective (Seeing Dominant Logics and the Whole Reference System)Option 1: Full ResearchOption 2: Partial ResearchOption 3: Co-Creation (Reference System Reverse Engineering)3 : Prioritize PracticesPractice AreasGaining Leverage: The Practice Prioritization MatrixChanging the I3s Reference SystemSDLs Targeted through PracticesGetting More Radical: New Logics for a New BusinessCultures Aren’t Blank CanvassesWhat Does Radical Inculcation Look Like? (It Looks Deliberately Developmental) What Is “Deliberately Developmental”?Deliberately Developmental PracticesChanging Reference Systems: The Leadership FrameworkHolding EnvironmentsCreating Holding EnvironmentsPersonal Leadership OrientationsNotes
Epilogue: The Way Forward
References
Index

Overview

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.

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