Organizational culture model

Schein, E. H. (n.d.). Schein s organizational culture model. Jossey-Bass, San Francisco, CA. 

Traditional accident models were devised to explain losses caused by failures of physical devices (chain or tree of failure events) in relatively simple systems. They are less useful for explaining accidents in software-intensive systems and for non-technical aspects of safety such as organizational culture and human decision-making. Creation of an infrastructure based on which safety analysis can function efficiently and effectively is needed. A so called safety culture for a development company and processes associated with routine tasks there, in general, is now identified as an area of root cause of accidents and that there is the greatest... 

Accuracy of information is a result of scientific expertise, the delivery of adequate, complete and unbiased information about results and residual uncertainties. The speed of release is influenced by the organizational culture, to what extent the process to find answers and to acknowledge uncertainties is developed. Empathy is related to the willingness to recognize the situation (the scenario) in which the persons/clients are found. The degree of openness corresponds to the information given about uncertainties and limitations in the exposure assessment, the restrictions with respect to selected scenarios, the model assumptions and... 

I created the inclusion equation to help depict the interrelated variables necessary to create and sustain inclusive cultures (see Figure 7.1). There are two broad components of the inclusion model it depicts macro and micro inclusion practices. The two macro aspects focus on organizational culture and organizational systems. At the micro level, the model identifies individual cultural competence and emotional intelligence as the two core requirements to create and sustain inclusion. The components of the model are interdependent and work synergistically. When any one aspect is weak or absent, it severely inhibits the ability of an organization to effectively practice inclusion. 

Gardenswartz, L. R., Cherbosque, J., 8c Rowe, A. (2010). Emotional intelligence and diversity A model for differences in the workplace, Journal of Psychological Issues in Organizational Culture, 7(1), 74-84, doi 10,1002/jpoc,20002... 

How can this leadership model facilitate the development of safety as a key component in the organizational culture of the school ... 

The results of the interviews and document analysis were used in tailoring the questionnaire (FOCUS, First Organizational Cultural Unified Search by De Witte Van Muijen 1994) to better fit this kind of organisation. Some context-specific questions were also added. The questionnaire was based on the Cameron and Quinn s model (see figure 2). After modifications, the extended FOCUS-questionnaire was distributed to the whole staff of YTO. Response rate was 68 percent, which means 36 subjects. Data was factor analysed and summated scales were formed. In the second phase of the research, a safety culture and development workshop was carried out. The workshop was organised twice so that everybody could have a chance to attend one or the other. 

Figure 3.1. A simple model showing standard elements of organizational culture.

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