Ask the students to relocate the different features of culture that are listed below (see: appendix 2), either below or above the waterline. The key to Schein’s model is that, through analysing the three levels shown in Figure 6, a better understanding of the different components of culture in organisations can be achieved. Explain the iceberg model of culture: what is easily visible only represents 10 of the culture. Less visible, however, are a culture’s values, beliefs and norms, which can be much harder to identify and interpret. Examples of visible cultural aspects include written documents – strategic plans, job descriptions and disciplinary procedures. As an iceberg has two sections a visible (cultural aspects we are aware of) and a larger, unseen (cultural aspects we are unaware of) section. Schein’s iceberg model (Schein, 1992) is useful in that it illustrates that some cultural aspects of an organisation are visible while some are hidden and difficult for outsiders or even new members of an organisation to interpret. 1 Posted in: Culture Iceberg Model of Culture UPDATED 2022 A Complete Guide A cultural iceberg is a common metaphor. Below the water line and so invisible or unseen: Basic assumptions – Unconscious and taken for granted ways of seeing the world.įigure 6 Schein’s iceberg model of culture.At water level so partly visible: Values – Ethical statements of rightness. Last week we introduced our Cultural Iceberg model that weve found to be a practical and meaningful way to think about culture during M&A (see Defining.Above water and fully visible: Artefacts – Tangible manifestations of culture.The diagram shows an iceberg at sea with the sea level only allowing a small amount of the iceberg to be visible above water. Culture can exist at different levels and in different ways within an organisation, or the community, or the people they serve, relating to a range of both tangible and intangible elements, as the iceberg model of culture developed by Edgar Schein, shown in Figure 6, demonstrates. Yet the very simplicity of this definition masks the underlying complexity of organisational or community culture.
All of these things are aspects of culture. Equally, you might have an unstated routine that your team always goes for lunch together at a certain time each day and always sits at the same table. You might know, for example, that titles for ranks or positions should be used in particular situations, or that in some contexts certain dress is required. Perhaps the most straightforward definition of culture is that proposed by Deal and Kennedy (1982), who asserted that culture is ‘the way we do things around here’. It is often one of those things that you recognise when you see it yet can be problematic to define clearly. Hall’s 1976 book, Beyond Culture, he explores what he calls The Cultural Iceberg Model. The concept of culture can be understood in many ways.
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