Linn, M. (2008). Organizational culture: an important factor to consider. The Bottom Line: Managing Library Finances, 21(3), 88-93.
The organizational culture represents the cues, habits, and beliefs of how the organization operates. Linn (2008) explains that “organizational culture is a fundamental part of what integrates the members of a group. In addition, some of the many facets of an organizational culture are easily detectable, such as their behavior and stories, while other parts of it are more conceptual, like their beliefs, values, and assumptions”, (p. 89). If people of color are excluded from integrating with members the group, then are they members of the organization or just workers?
Linn (2008) refers to the work of Edgar Schein, a leader in identifying the concept of organizational culture, to explain the way groups solve problems together. According to Schein (2004), “a culture has three different levels: artifacts, which are visible, but that might be hard to understand; espoused beliefs and values, which are like stated strategies and philosophies; and underlying assumptions, which are the unconscious and taken-for-granted thoughts that are the ultimate basis for the values held by an organization as well as its actions”, (Schein, 2004, p. 25- 37).
In terms of DEI, the amount of homogeneous leadership could also serve as an artifact. The lack of leadership diversity reveals how much the organization values BIPOC contributions in leadership.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D4: Be equipped to influence change.
Keywords: organizational culture, artifacts, espoused values, assumptions, DEI
