A Quote by Grant David McCracken

That culture is a a critical resource the organization ignores. Competely mystifying. The organization continues to act as if culture were dark matter, something essentially inaccessible to us. When in fact there is an ancient discipline called anthropology that's pretty good at thinking about it.
Feminists have to question, not just all of Western culture, but the organization of culture itself, and further, even the very organization of nature. Many women give up in despair: if that's how deep it goes they don't want to know.
A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.
An organization's culture of purpose answers the critical questions of who it is and why it exists. They have a culture of purpose beyond making a profit.
Confidence is not just in people's heads; it comes from the culture of the organization. It's easier to expect success when working in an organization that has a culture of accountability, collaboration, and initiative. Without this, it's easier - and more self-protective - to assume failure so the person is not disappointed and instead pleasantly surprised.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.
The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.
The theory of cultural bias... is the idea that a culture is based on a particular form of organization. It can't be transplanted except to another variant of that organization.
People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.
I've gone into prisons, I've gone into schools, I've gone into corporations, all over the world. It doesn't matter where you go, people are essentially the same. Our culture is different, but culture is nothing but group habit, culture is paradigm and when you get past the culture, people are essentially the same.
People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.
MTV and the culture industry never are talking about community relevance, hood organization, they aren't talking about ethical codes, they aren't talking about forms of political organization, they don't speak about codes inside the jails. What they talk about are superficial things.
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic 'taken for granted' fashion an organization's view of its self and its environment.
The study of economic organization commonly proceeds as though market and administrative modes of organization were disjunct. Market organi­zation is the province of economists. Inter­nal organization is the concern of organization theory specialist. And never the twain shall meet.
I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
A single person doesn't change an organization, but culture and good people do.
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