Learner Papers How Organizational Archetypes Manifest at Each Level of the Gravesian Value Systems. How Organizational Archetypes Manifest at Each Level of the Gravesian Value Systems. Jorge Taborga. Abstract. Organizational culture provides the impetus for the behaviors in an organization which work to fulfill its mission or work against it. Schein 2. 01. 0 stratifies culture into artifacts, values and beliefs, and underlying assumptions. The latter are the deeper and unexamined values that contain the models of behavior resulting from the shared experiences of the organization as it solves problems and which are taught to all its members. According to Jungian organizational depth psychology, as documented by Corlette Pearson 2. These complexes are formed through organizational experiences patterned by the psychic energy of archetypes as they take form through the minds of individuals and collectives. Agile-Business-Process-Example.jpg' alt='Download Business Process Reengineering Text And Cases Pdf To Excel' title='Download Business Process Reengineering Text And Cases Pdf To Excel' />Type or paste a DOI name into the text box. Click Go. Your browser will take you to a Web page URL associated with that DOI name. Send questions or comments to doi. We know that your business is complex, with demands coming from every angle. Youve made smart investments in technology to elevate your business and now you want. Tune Up Utilities 2012 Portable Heaters. A new type of thinking is essential if mankind is to survive and move toward higher levels. Albert Einstein 1. Americas health system is neither as successful as. BUSINESS RESULTS Organizations Web Sites Dowjones. Basic business and finance information. Search engines for the Wall Street Journal databases and other. Download Business Process Reengineering Text And Cases Pdf To Excel' title='Download Business Process Reengineering Text And Cases Pdf To Excel' />Dr. Clare Graves spent most of his professional life researching and ultimately developing theories for the value systems that associate different life conditions with the mental capacities that emerge in humans as they solve problems Lee, 2. He named his research the Emergent Cyclical Levels of Existence Theories ECLET. His theories have been popularized by Beck Cowan 1. Spiral Dynamics. Cowan Todorovic 2. Gravesian value systems to the underlying assumptions inside an organization which are largely responsible for organizational cultures. This essay explores the connections between archetypes and the value systems of an organization as a way to arrive at a deeper understanding of the emergence of organizational culture. Each archetype is explored as a pattern of behavior at each level of the ECLET value systems. An archetypal correspondence map is articulated for three of the most common Gravesian value systems found in modern and post modern organizations. This correspondence is validated through a case study of a small consulting company. The case study provides a framework for the analysis on how archetypes are manifested in an organization and how the emerging culture can be interpreted through the lens of value systems. The correspondence of archetypes to values systems explored here provides an approach to a deeper understanding of the emergence of organizational culture. As presented in this essay, this approach is far from being a repeatable method of cultural assessment and much less for intervention. However, it is a start to further research which has the potential for shining light into the organizational unconscious and in particular into the effects that archetypes have on underlying assumptions value systems. This new light could emerge as a way to assess organizational culture and to determine interventions that would bring culture into greater alignment with the fulfillment of the organizations mission. Introduction. Organizations are complex entities, both socially and psychologically. There is also a broad biological element given the neurology of the diversity of humans involved. This bio psycho social milieu makes each organization unique, yet they all seem to operate following common patterns of behavior. Strategic plans, Management by Objectives MBOs, career development plans, performance reviews, budgets, project plans, employee meetings and a host of other practices can be found across most enterprises. Teamwork, consensus, entrepreneurship, bureaucracy, power play, gossiping, scapegoating, and back stabbing are also behaviors that reside in the depths of organizations and either help or hinder their missions, and either uplift the humans in these organizations or oppress them. Schein 2. 01. 0 posits that the culture of an organization determines its actions. He defines culture as A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. This definition by Schein corresponds to two concepts that will be used throughout this essay life conditions and mental capacities. These concepts were introduced by the research of Dr. Clare W. Graves and are documented in the book The Never Ending Quest Cowan Todorovic, 2. Dr. Graves developed what he called Emergent Cyclical Levels of Existence Theory ECLET. In this theory, humans are exposed to a variety of life conditions Scheins problems which give way to mental capacities to solve them Scheins basic assumptions. In Graves theory, human development can be grouped into value systems that are in agreement with what has worked well to be considered valid and, therefore, to be taught to new members Schein, 2. This is the culture or the value systems of individuals in an organization or a much larger social system like a country or a particular ethnicity. Schein 2. 01. 0 describes culture in three layers artifacts, values and beliefs, and underlying assumptions. The artifacts are the physical manifestations that tell how the organization is conducting its affairs. Artifacts would include a companys P L, its products and services, its workplaces, the pictures on the walls, the types of cups used for coffee, and the t shirts sporting a catchy slogan given to employees after a product launch. Artifacts are the focus of cultural archeology. Hip Hop Dance Teaching Video Series. Much can be interpreted from their analysis but only superficial theories can be derived about the behaviors of the humans in the organization. In contrast, value and beliefs correspond to a deeper level of culture. It is the set of shared learning and experiences by an organization. Epo Scan Files Opened For Backup more. It started with the leader and then became a shared experience. As values are repeated in solving problems, they take on the flavor of underlying assumptions. These assumptions become the internal, reflective muscle of how individuals inside an organization are not only expected to behave but are perpetuated by every action. Even though organizations have a relatively transient population with each member bringing their own set of underlying assumptions, organizational culture normalizes each into a shared set that defines how the organization responds to the problems it faces every day. Graves studied underlying assumptions starting in the 1. Cowan Todorovic, 2. He leveraged his students and their lives to capture the data necessary for his research. Graves did not start with a theory about the emergent levels of existence how individuals cope with problems rather he let the collected data generate a theory. His research started as he wrestled with questions from his psychology students at Union College in New York on which theory of human psychology was correct. He taught a psychology survey class which introduced students to a variety of theories, from Freuds to Maslows. Graves research was simple in structure. He asked each student to write a short essay describing the mature adult personality in operation. After collecting a large number of these essays he reportedly ended up with about 4. He grouped the similar responses into clusters, which gave way to the 8 value systems in ECELT. This theory was popularized by Beck Cowans book Spiral dynamics Mastering values, leadership and change 1. Incidentally, both Beck and Cowan worked with Dr. Graves and have continued his work both in application and teaching.