Organisational culture plays a pivotal role in shaping the identity, behaviour, and performance of a company. It influences how employees interact, make decisions, and contribute to the organisation's success. The Cultural Web, developed by Gerry Johnson and Kevan Scholes, is a powerful framework that helps individuals and organisations dissect, analyse, and understand their culture. In this educational piece, we will explore The Cultural Web model, its components, and its significance in organisational development.
The Cultural Web model is an analytical tool used to examine and interpret an organisation's culture. It consists of six interconnected elements that collectively form an organisation's cultural paradigm:
Symbols: Symbols are the visual representation of an organisation's culture. They include logos, slogans, dress codes, office layout, and other visible cues that convey the company's identity and values. Symbols serve as a way to express and communicate the cultural norms within the organisation.
Stories: Stories are the narratives, anecdotes, and legends that circulate within the organisation. They often highlight significant events, milestones, or memorable experiences. Stories serve as a powerful means of reinforcing cultural values and passing down knowledge and traditions.
Rituals and Routines: Rituals and routines encompass the regular activities and practices within the organisation. These can range from daily stand-up meetings to annual company-wide events. Rituals and routines establish behavioural expectations and reinforce cultural norms.
Control Systems: Control systems include the policies, procedures, and formal mechanisms used to manage the organisation. These systems dictate how decisions are made, resources allocated, and performance evaluated. Control systems shape the behaviour of employees and reflect the organisation's cultural priorities.
Organisational Structure: The organizational structure defines the hierarchy, roles, and reporting relationships within the company. It determines how power and authority are distributed and influences the flow of communication and decision-making. The structure embodies cultural values related to control and flexibility.
Power Structures: Power structures refer to the distribution of influence and authority within the organisation. They identify who holds decision-making power, who has access to resources, and how leadership is exercised. Power structures reveal cultural aspects related to hierarchy, collaboration, and autonomy.
The Cultural Web model serves several critical functions in organisational development:
Diagnosis: It provides a structured framework for assessing the current culture of an organisation. By examining the six elements, leaders can identify strengths, weaknesses, and areas for improvement in the existing culture.
Alignment: Organisations can use the model to align their cultural elements with strategic goals and desired outcomes. Leaders can deliberately shape culture to support their vision and strategy.
Change Management: Understanding the cultural web is essential when implementing organisational change. Leaders can identify cultural barriers to change and devise strategies to overcome resistance.
Cultural Transformation: The model can guide efforts to transform an organisation's culture. By addressing the cultural elements one by one, organisations can create a culture that better reflects their values and objectives.
The Cultural Web by Johnson and Scholes is a valuable tool for dissecting and understanding organisational culture. It recognises that culture is not limited to a set of abstract values but is embedded in the daily practices, rituals, and structures of an organisation. By using this model, organisations can gain deep insights into their culture, align it with strategic goals, and navigate the complexities of cultural change. Ultimately, a well-understood and well-managed culture can lead to improved performance, employee engagement, and long-term success.