When There Is Culture Change, A Group’s Usually Changes First


When there’s a culture change group’s <UNK> usually changes first?

  1. My satirical film “Dear White People” contains a scenario in which social misfit Lionel Higgins is invited to write an article about black culture by the editor of a university newspaper with a majority of white staff members. In spite of his reservations, Lionel agrees to the mission. His lack of confidence stems from the fact that he is black, with a huge Afro and all, and has yet to discover a pocket of culture that he can identify with at the fictitious Winchester University. Lionel’s predicament is one that many black Americans are familiar with: a strong desire to be rooted in black culture, mixed with the realization that what is perceived as “authentically black” in popular culture does not really reflect our actual reality. The fact that blacks are rarely represented in mainstream culture, let alone popular “Black Culture,” has placed us in a state of quasi-imperial existence. Here are five things I’ve learned about black culture as a result of creating the film and participating in arguments regarding the condition of “black film”: 1. There is a distinction between “Black Culture” and “Black Culture” in general. “Black culture,” without quotation marks, is defined as “the sum total of a black subculture’s cultural contributions” to the mainstream. It’s a fluid and diverse concept that is frequently conflicting in its use. “Black Culture” is a lifestyle standard built on assumptions about black identity that is frequently utilized to earn money by marketers, studio heads, fashion firms, and music labels, amongst other people. When youngsters wait in line for hours to get their hands on a pair of brand new Michael Jordan sneakers, they may be motivated by the “cool factor.” Alternatively, it’s the thing that causes white folks to refer to me as “brotha” and blast 2 Chainz whenever I get in my car. There are some stereotypes regarding black people, such as the way they should speak, behave, and live. Some believe that black culture was established by African-Americans, while others believe that it was formed in black communities. It is possible to confuse “Black Culture” with true cultural EXPERIENCE when it is taken for commercial purposes, though. As the myth begins, it has the potential to discount genuine human experiences. Second, although “Black Culture” frequently involves actual black people, it is not usually defined by them. White folks frequently reinterpret and reinterpret “Black Culture” by the time it is being utilized to market a product or an ideology. Even if this isn’t an intentional act, it is something to be aware of. People who aren’t black often tell us what it’s like to be black. White label executives shape the careers of up-and-coming black hip hop musicians so that they appeal to a broad audience. Sometimes, black writers and directors are absent from television series starring black protagonists. One of my college roommates tried to prove to me that he was “blacker” than me by successfully doing the “crip walk.” I was taken aback by his brazenness. My abilities were insufficient, and I had no desire to compete. But, despite the fact that I was the only true black person in the room, I was pushed to question if I was “black” enough. When I was in that situation, I felt estranged from a culture that I felt a strong urge to be a part of. At times, the black experience in the mainstream may be so concretely defined that it can feel oppressive to individuals. When it comes to being black, reality is far more complicated and dynamic. Black culture is multi-ethnic and multicultural in nature. There are many different influences that have come from both within and outside of black communities that have influenced black culture. An example of this may be seen on Janelle Monae’s album ” Electric Lady “. Motown and Fritz Lang’s Metropolis are both referenced, and the result is a fantastic mashup of aesthetic allusions. A process of travelling through and adopting from many distinct cultures is required for becoming black in America. Given that there are as many ways to be black as there are black people, it is practically hard to identify what is really black. 4. Black culture is not exclusive to African-Americans or other minorities. When musician MacklemoreRyan Lewis beat over Kendrick Lamar to win the Grammy for greatest rap album, many people were surprised and upset. Dissatisfaction with the lack of recognition and rotation of black artists on radio in genres that were historically “owned” by black musicians, such as R & B or hip hop, is also widespread among the black community. Although not a new development, As soon as a group of black artists introduces anything to the general public, it is no longer ours in many respects. For every Dizzy Gillespie, there’s a Dave Brubeck to match his talent and creativity. It’s a difficult pill to take at times, I understand. The feeling of ownership increases even further when a whole culture that we believe we have inherited achieves new heights of popularity at the hands of a more mainstream (and hence whiter) audience. Something unnerving about the fact that black musicians doing things associated with “Black Culture” (rapping, twerking, etc.) don’t seem to attract the mainstream’s attention in the same way that white artists do the same things. For example, look at Miley Cyrus. In terms of music, I myself appreciate both Kendrick Lamar and Macklemore – Brubeck and Gillespie, as well as the occasional jam from the HallOates. Music and fashion may be fleeting, but they do not define my black experience for me. When faced with an explicitly defined and constrained image of what it means to be black, I am even more enraged than before. Something along the lines of being told I “speak white” at school Advertising for McDonald’s or OrMcRibs As an example, seeing white college students dressed as black caricatures and posting photographs of themselves on Facebook on a day meant to commemorate the legacy of a civil rights leader is particularly reprehensible. 5.Black culture may serve as a beginning point for discussions. It is possible for culture of any sort to be grounded and reassuring, establishing a safe haven for feeding as well as standards for comprehending oneself. The problem is that when our cultural identities become too firmly defined, we are unable to evolve. My blackness serves to anchor me, but it does not define me. The boundaries of “Black Culture” seemed to indicate that if a black film wasn’t wildly comic, historical epic tragedy, or a street drama, there would be no audience for it when I first started attempting to have my film produced. Nonetheless, I completed it. The trailer for my whimsical reflection on race and identity has garnered millions of views on YouTube and multiple sold-out showing at Sundance, and my film has been praised by audiences and reviewers of all races. The genesis of any civilization may be traced back to this point: At the end of the day, it is built by individuals and communities who have the confidence to try something new and unusual. Be themselves, for instance.

When there’s a culture change group’sUNKusually changes first?

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_ refers to one part of aculture changingwhile other parts remain behind. Culturelag
When there is culture change, a group’s_usually changes first. materialculture

What are older family members called?

You guessed it – matriarchal authority. Although the term patriarch explicitly refers to a male head of household, it may be used to refer to any elder, respected guy in a more broad sense.

What do you call someone who is the head of the family?

In any event, the term patriarch has come to refer to the male head of a family or clan, whereas the term matriarch refers to the female head of a family or clan.

Who is head of the family?

When referring to a position of leadership within their lineage, family members frequently refer to themselves as the “head of the family.” This study presents the experience of being a family head as experienced by a representative sample of both men and women.

Can a woman be a head of the family?

The Food Security Act requires women over the age of 18 to be the primary breadwinner and to be the primary beneficiary of ration cards. Women will soon be able to claim the title of ” Head of Family ” on their ration cards. Within the following three months, the state administration intends to give ration cards to all families in accordance with the new requirements, which will take effect immediately.

Who is more important friends or family?

The importance of having good links to family and friends has long been recognized as a crucial component of being happy and healthy. People are in desperate need of one another. If forced to select between two things that are equally valuable, American scholars today believe that friendship is more important than family. “Friendships become even more vital as we grow older,” he explains.

Who can claim head of household 2020?

To be considered for the position of head of household, you must: Pay for more than 50% of the household costs. For the purposes of taxation, you will be considered single for the year. You must be the parent or guardian of a qualified kid or dependant.

Can my boyfriend claim me as a dependent?

If your boyfriend or girlfriend fulfills the IRS definition of a “qualified relative,” you may be able to claim them as a dependant on your federal income taxes.

Who qualifies as a Dependant?

First and foremost, an adependent is someone who need your assistance: You must have supplied at least half of the person’s entire assistance for the year — including food, shelter, clothes, and other necessities — in order to qualify. If your adult daughter, for example, lived with you but was responsible for at least half of her own support, you are unlikely to be able to claim her as a dependant on your income.

Can I claim my 25 year old son as a dependent?

The qualifyingchildtest or the qualifying relative test must be met by your kid in order for him or her to qualify as your dependent: Your child must be younger than you and either younger than 19 yearsoldor a “student” younger than 24 yearsoldas at the end of the calendar year in order to meet the qualifyingchildtest.

Can you claim adults as dependents on taxes?

These persons can be considered qualified children regardless of their age. To pass the next test, the adult must live with you for the whole tax year. This is due to the fact that you cannot claim an adult dependant if their gross income (which is the sum of all non-tax-exempt income) is $3,700 ($4,050 in 2018) or higher.

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Can I claim my 40 year old son as a dependent?

Is it possible for us to claim him as a dependent? He may be eligible as a qualifying relative even if he is too old to be your qualifying kid.

He must earn less than $4,300 in 2020 in order to qualify as a qualifying relative. If this is the true, and you were responsible for more than half of his support during the year, you may be able to claim him as a dependant on you.

What age is a child no longer a dependent?

You can claim dependent children until they reach the age of 19, unless they attend college, in which case they can be claimed until they reach the age of twenty-four. Your kid can still be claimed as a “qualified relative” if they are 24 years old or older and fulfill the requirements of the qualifying relative test or if they are permanently and completely incapacitated.

Can adult dependents get stimulus check?

Adult dependents are entitled for a stimulus check worth the same amount as the adult (s) who claimed them, which is a provision that is only available during this round ofstimulus payments.

Should I claim my 19 year old as a dependent?

If he turns 19 on or before December 31 of the tax year, you will not be able to claim him unless he is enrolled as a student. You may be eligible to claim him as a dependant if you are doing your taxes in April for the prior year and he was 19 in January when you did so. The guiding criteria is how old he was on December 31st of the previous year.

Does a full-time student get a stimulus check?

College students can get up to $1,400 in financial aid. Single filers earning less than $75,000 a year and married joint filers earning less than $150,000 a year will be eligible for the entire stimulus amount.

Will my 19 year old get a stimulus check?

You will almost certainly receive your own money. If you are 17 years old or older and have enrolled in the United States military services, you are deemed emancipated from your parents or guardians and are responsible for filing your own taxes. As a result, if you completed the qualifications, you would be able to get your own stimulus check.

What are the rules for claiming a dependent?

You can adopt a kid who is not your biological son or daughter, or you can adopt a child who is not your biological son or daughter. The child can also be your biological brother or sister, half brother or half sister, stepbrother or stepsister or an adopted child or an offspring of any of them. Do they fulfill the minimum age requirement of 18 years old? Your child must be under the age of 19 or, if he or she is a full-time student, under the age of 24 to be eligible.

What are the two types of dependents?

There are two categories of dependents you can have: qualified children and qualifying family members.

Who qualifies for stimulus check?

As with past stimulus checks, your adjusted gross income must be below specified thresholds in order to be eligible for a payment: up to $75,000 if you are single, $112,500 if you are head of household, and $150,000 if you are married and filing jointly in order to be eligible.

What is the penalty for claiming a dependent?

CivilPenalties If the Internal Revenue Service determines that you willfully claimed a fictitious dependant, they can apply a civil penalty of up to 20 percent of your total tax liability. However, if the Internal Revenue Service considers that you have committed fraud with your bogus deduction, it can apply a penalty of up to 75% of your total tax liability.

Culture change – Wikipedia

It is a word used in public policymaking to underline the importance of cultural capital on individual and group behavior, which is emphasized by the term “culture change.” It has also been referred to as “repositioning of culture,” which refers to the process of reconstructing a society’s cultural paradigm from the ground up. When making decisions, it is important to consider the elements that influence social and cultural capital and how they interact with other factors such as the availability of information and the financial incentives that individuals face in order to influence their decisions and behavior.

  • Some think that cultural capital presents itself in certain values, attitudes, or social norms that in turn drive the behavioral intents that individuals adopt when faced with specific options or courses of action.
  • The results of this interaction feed back into underlying cultural capital.
  • Because cultural mutations occur in small increments across time, culture seems to be fixed to the observer at any one point in time.
  • Policymakers must put out significant effort to enhance some fundamental components of a society’s cultural characteristics.
  • Their cultural influence continues to be felt across the world, more than half a century after they first appeared on the scene.
  • According to Raimon Panikkar, there are 29 ways in which cultural change can be brought about.
  • When considered in this perspective, modernization may be defined as the acceptance of Enlightenment-era beliefs and practices, such as those associated with science and rationality as well as those associated with industry and trade, democracy, and the sense of progress.

Alexander, a model of cultural change is proposed that is based on claims and bids that are evaluated according to their cognitive sufficiency and endorsed or not endorsed by the symbolic authority of the cultural community in question.

Among other things, the rise of international business, the proliferation of mass media, and, most all, the explosion of human population have propelled humanity into a “accelerating culture change phase” over the world.

Portrait of a Turkmanwoman, standing on a carpet at the entrance to an ayurt, clothed in traditional attire and jewelry, taken in full-length profile.

Involved in the maintenance of cultural ideas and practices within contemporary institutions, which are themselves prone to change, these forces are tied to both social structures and natural disasters.

There may be social transformations that occur in conjunction with ideological shifts and other sorts of cultural change.

Environmental variables might also play a role in the decision-making process.

Interactions between civilizations have an impact on cultures on the outside, and these interactions can result in social shifts and changes in cultural practices, which can either facilitate or hinder these changes.

Furthermore, cultural ideas can be transferred from one civilization to another through dispersion or acculturation.

Indiffusion is the process through which something’s form (but not necessarily its meaning) is transferred from one culture to another.

“Stimulus diffusion” (the dissemination of ideas) is a term that refers to an aspect of one culture that results in an innovation or spread in another.

This research-based model explains why and when individuals and societies embrace new ideas, behaviors, and goods, and it is based on empirical evidence from the field of sociology.

In this application, it refers to the substitution of characteristics from one culture with those from another, as was the case with many Native American tribes and many indigenous peoples around the world throughout the process of colonialism.

The transnational flow of culture has played a significant part in the fusion of diverse cultures as well as the exchange of ideas, beliefs, and opinions.

Achieving culture change

According to Knott and colleagues of the Prime Minister’s Strategy Unit, the phrase “culture change” is used in their article “Achieving Culture Change: A Policy Framework” (Knott et al., 2008). ‘Downstream’ interventions such as fiscal incentives, legislation, regulation, and information provision are discussed, as are ‘upstream’ interventions such as parenting, peer and mentoring programs, and the development of social and community networks. The paper also discusses how public policy can achieve social and cultural change through ‘upstream’ interventions such as the development of social and community networks.

  • Cultural capital includes things like attitudes, values, goals, and a sense of self-efficacy, all of which have the ability to impact behavior. The accumulation of cultural capital is impacted by human activity throughout time. It is the shifting social zeitgeist – the gradual evolution of social norms and values that predominate within a society’s cultural capital through time – that is of interest. Within the confines of the ‘elastic band’ of public opinion, the process by which political narrative, as well as new ideas and breakthroughs, modify the social zeitgeist over time The process of behavioral normalization, in which actions and behaviors are transformed into social and cultural norms (for example, Knott et al. suggest that the experience of seat belt enforcement in the United Kingdom created and reinforced this as a societal norm)
  • The application of consumer intelligence
  • In order to account for how policy will interact with cultural capital and influence it over time, it is critical to design policy programs around an ecological model of human behavior.
  • Clinic for contraception and family planning aiming at promoting sexual health
  • According to the Gates Foundation, a financial incentive for waste management is proposed. Jakarta’s streets have been taken over by an anti-smoking campaign.

Knott and colleagues offer examples from a wide range of policy domains to illustrate how the culture change framework may be used to policymaking in a variety of policy areas. as an illustration:

  • They recommend increased use of early childhood and parenting interventions, an improved childhood offer, the development of positive narratives about education, as well as integrated advisory systems, financial assistance, and targeted social marketing approaches to encourage educational aspiration. For healthy living and personal responsibility, they recommend integrating healthy living into community infrastructure, forming partnerships with schools and employers, providing more one-to-one support for wellbeing alongside the use of regulation and legislation on unhealthy products, providing comprehensive health information and engaging in health marketing to encourage adaptive behaviors. The authors recommend that, in order to develop environmentally sustainable norms, policy narratives should be strengthened throughout, environmental messages should be promoted through schools and the voluntary sector, and infrastructure should be developed that makes environmentally sustainable choices simple, as part of a larger package of measures that includes fiscal incentives, regulatory frameworks, advisory services, and coalition movements.

See also

  • Behavioral economics, cultural capital, market failure, mediatization (media), social transformation, sociocultural evolution, theory of planned behavior are all terms that come to mind when thinking about economics.


  1. A study of women and development in a Nigerian rural community was published in 2015 by Uchendu Eugene Chigbu as “Repositioning Culture for Development: Women and Development in a Nigerian Rural Community.” Community, Work, and Family.18(3): 334–350.doi: 10.1080/13668803.2014.981506.S2CID144448501
  2. Chigbu, Uchendu Eugene (2015). “Repositioning culture for development: women and development in a Nigerian rural community.” Community, Work, and Family.18(3): 334–350.doi: 10.1080/13668803.2014.981506.S2CID144448501
  3. Chigbu, U Pétrakis, Panagiotis
  4. Kostis, Pantelis (2014). Community, Work, and Family.18(3): 334–350.doi: 10.1080/13668803.2014.981506.S2CID144448501
  5. Petrakis, Panagiotis
  6. Kostis, Pantelis (2013). “Economic development and cultural transformation.” In the Journal of Socio-Economics, vol. 47, no. 1, pp. 147–157, doi: 10.1016/j.socec.2013.02.011
  7. Lind, J., Lindenfors, P., Ghirlanda, S., Lidén, K., and Enquist, M. (in press) (May 7, 2013). “Phylogenetic concepts are used to determine the age of human cultural capability.” Scientific Reports, Vol. 3, No. 1, 1785. PANICKAR, Raimon
  8. Bibcode: 2013NatSR.3E1785L.doi: 10.1038/srep01785.ISSN2045-2322.PMC3646280.PMID23648831
  9. (1991). Pathil and Kuncheria are two names for the same person (ed.). Religious Pluralism from the Perspective of an Indian Christian Page numbers 252–99 of ISPCK
  10. ISBN978-81-7214-005-2
  11. OCLC25410539
  12. Rein and Raud (2016-08-29). Making Sense of the World: An Outline for an Integral Theory of Culture Cambridge:Polity.ISBN978-1-5095-1124-2.OCLC944339574
  13. s^ Uchendu Eugene, Chigbu, Uchendu Eugene (2015-07-03). “Repositioning culture for development: women and development in a Nigerian rural community” is an article published in the journal Development and Change. DOI: 10.1080/13668803.2014.981506.ISSN1366-8803.S2CID144448501
  14. Community, WorkFamily.18(3): 334–50
  15. Dennis O’Neil is a writer who lives in New York City (2006). “Culture Change: Processes of Change” is the title of this article. Palomar College’s Center for Culture Change. The original version of this article was published on October 27, 2016. Obtainable on October 29, 2016
  16. Heather Pringle is the author of this work (November 20, 1998). “Agriculture’s Slow Birth” is the title of this article. The Journal of Science, 282(5393), 1446 (doi: 10.1126/science.282.5393.1446.ISSN0036-8075.S2CID128522781)
  17. Wei, Clarissa (March 20, 2018). “What It Is About American Chain Restaurants That Makes China So Adorable.” Eater. Obtainable on September 29, 2019
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  • Arnold Groh is a fictional character created by a combination of a fictional character and a real person (2019). Theories of Culture are discussed here. Knott, David
  • Muers, Stephen
  • Aldridge, Stephen (2008)
  • GSR Behaviour Change Knowledge Review (London: Routledge, ISBN 978-1-138-66865-2)
  • Knott, David
  • Aldridge, Stephen (2008) (2008). Report of Reference: An introduction to behavior change models and their applications

External links

  • Baconbutty on Culture Change
  • Gordon Brown says an alcohol tax will reduce crime, according to the Daily Telegraph
  • The wicked country, according to the New Statesman
  • Winning the Hearts and Minds of People
  • A framework for action for public policymakers in the process of transforming culture (in French)
  • Managing Teams in the Context of Culture Change


HomeLifestyles Concerning Social Issues Movements for Social Justice Assimilation is a term used in anthropology and sociology to describe the process by which people or groups of varying ethnic background are assimilated into the dominant culture of a society. Assimilation is the process of adopting the characteristics of the dominant culture to such an extent that the assimilating group is no longer discernible from other members of the community. As a result, assimilation is considered to be the most severe kind of acculturation available.

  • Assimilation does not necessarily imply “racial” or biological fusion, but such fusion may occur in some circumstances.
  • It was particularly frequent in the European colonial empires of the 18th, 19th, and 20th centuries to force indigenous peoples to assimilate into their societies.
  • In most cases, forced integration fails and has long-term detrimental implications for the culture of the host country or region.
  • Assimilation of foreigners into Indian society As the number of foreigners increased, the majority of whom lived in Indian cities and absorbed Indian traditions and behavior in addition to their religious beliefs, the situation got more complicated.
  • Many Muslims and Jews who were subjected to religious persecution responded by voluntarily converting to Roman Catholicism during the Spanish Inquisition in the late 14th and early 15th centuries, and this was one such instance.
  • In addition, during the 18th and 19th centuries, when millions of Europeans immigrated to the United States, another example of voluntary assimilation could be found.

Research conducted in the late twentieth and early twenty-first centuries argued for a more nuanced and pluralistic view of historical culture change among ethnic groups in the United States, despite popular belief that complete assimilation took place among immigrants of European descent during that time period.

Culture Shift: Changing Beliefs, Behaviors, and Outcomes

The culture should be identified, named, and validated. The first stage is to identify and explain the beliefs that are at the heart of the current cultural milieu. In order to do this, it is helpful to have executives think through and identify organizational results that they have noticed and that they like or dislike. Following that, students should hypothesize the actions that resulted in the results, as well as the beliefs that drove the conduct and influenced the outcomes. The ability to identify particular irritating results and hypothesize the actions that appear to generate those outcomes makes it feasible to more readily get at the likely underlying beliefs.

  • Starting with the realization that current ideas did not develop out of nowhere and that they frequently served a valuable purpose even if they are no longer relevant, this process proceeds.
  • Maintaining perspective is important since the origins of views may be traced back to many generations of CEOs.
  • Why?
  • That culture can survive for years after the CEO who established it has retired or passed away.
  • Before attempting to modify a company’s culture, it is critical to understand how to collaborate with and leverage the existing culture for competitive advantage.
  • In the latter situation, the costs and timescales associated with bringing about cultural change must be weighed against the potential advantages that may arise as a result of the new culture.
  • The second phase in implementing cultural change is to reframe the narratives that will be utilized to influence people’s attitudes and beliefs.

The ability to explain in detail the ideas, actions, and results that are sought can also be beneficial (see “Diagnosing and reframing culture in practice” for more information).

Be a role model for cultural transformation and share it to others.

Establishing new views necessitates role-modeling, which involves doing activities that are congruent with new ideas while also rewarding individuals who behave in ways that promote desired outcomes and beliefs.

A consistent communications plan around the cultural change you are attempting to implement will almost certainly be required (see “A plain English talent agenda for your transition” for more information).

Your employees are paying close attention to your actions since they are a main source of information about the values and beliefs that will guide the firm in the future.

Instead, in order to speed culture change, it may be necessary to hire new leaders and employees who have ideas that are similar to those you like to see manifested in your firm.

In order to develop a new set of behaviors and attitudes in a sustained manner, it is necessary to review incentive and performance management policies and ensure that they are aligned with the culture you wish to create.

It is critical to express ideas and anticipated actions at every level of the cultural change and reinforcement process, as well as to openly state and reinforce the desired beliefs at each stage.

Some businesses, for example, are releasing manifestos on cultural issues. 4 And, when utilized properly, video and electronic media may magnify and broaden the reach of important messages and cultural narratives to crucial audiences even farther.

2.2 Research Methods – Introduction to Sociology 3e

Drawing No. 2.10 French sociologist Frances Heussenstamm undertook an experiment to investigate the relationship between traffic stops and bumper stickers depicting racial stereotypes. Racial profiling continues to be a controversial problem in today’s society. (Photo courtesy of dwightsghost/Flickr) A real-world example will be used to demonstrate the experimentation process. Frances Heussenstamm, a sociology professor at California State University, Los Angeles, had a notion concerning police discrimination when she published her paper in 1971.

  1. It was her decision to choose fifteen pupils from three different ethnic backgrounds: black, white, and Hispanic.
  2. Following that, she put a Black Panther bumper sticker on each vehicle.
  3. In the 1970s, the Black Panthers were a revolutionary organization that was actively engaged in the battle against racism.
  4. She was interested in seeing if her seeming support for the Black Panthers would have an impact on how these fine drivers were handled by the police officers who patrolled the highways in her area.
  5. It took two hours after the experiment began for the first arrest to be made, which was for making an incorrect lane change.
  6. He decided to leave the studies.
  7. The experiment was called to a halt.

Secondary Data Analysis

In addition to conducting original research projects, sociologists make significant contributions to the field by doing secondary data analysis and conducting meta-analyses. Secondary data is not derived from personal research obtained from primary sources; rather, it is the outcome of already completed study by other researchers or data collected by a government agency or non-governmental group. Sociologists may read texts produced by historians, economists, instructors, or early sociologists to gain a better understanding of the field.

  1. In addition to saving time and money, making use of readily available material may enhance the depth of a research.
  2. As an example, a researcher may examine 1960s movies, television series, and situation comedies to have a better understanding of how women were taught to act and behave in those years.
  3. Researchers will most certainly undertake comparable studies on the introduction of mobile phones, the Internet, and social media in decades to come, if not sooner.
  4. Governmental agencies and international organizations, such as the United States Bureau of Labor Statistics (BLS) and the World Health Organization (WHO), produce research that contain findings that are relevant to sociologists.

Using statistics on school financing, it is possible to evaluate the resources available to different groups based on their racial and ethnic demographic profiles Using secondary data such as old movies or WHO statistics has the benefit of being nonreactive research (also known as unobtrusive research), which means that it does not entail direct interaction with individuals and will not modify or influence people’s behavior.

  1. When compared to studies that need direct interaction with participants, utilizing already available data eliminates the need to enroll participants and the associated expense and dangers associated with that research process.
  2. Access to public records is not always straightforward.
  3. So that they can navigate a vast library of materials and avoid wasting time reading unrelated sources, sociologists use content analysis to guide their search for information.
  4. In addition, in other circumstances, there is no way to check the veracity of current data since it is not available.
  5. But how many of them aren’t?
  6. Another issue emerges when data is not accessible in the exact form required or when it does not survey the topic from the particular aspect that the researcher is looking for.
  7. However, these data do not necessarily disclose how long it took each professor to attain the pay range, what their educational credentials are, or how long they have been in the profession of instruction.
  8. The views and cultural conventions of the 1920s, for example, were drastically different from those of the present day when Robert S.

Since then, there has been a tremendous shift in attitudes around gender roles, race, education, and job. At the time, the study’s goal was to provide new insights on small-town life in the United States. Today, it serves as a visual representation of attitudes and beliefs prevalent in the 1920s.

Changing Culture Starts With Changing Behavior

One late afternoon, a man and his wife walked into a deli together and sat down. They were the only people that came into the store. “May I be of assistance?” inquires the server behind the counter. Both of them were about to respond when the other person behind the deli counter, who was standing off to the side, said “uh-hum.” The two workers then had a talk about their respective jobs. When the waiter turns to face the customers and points to the ticket dispenser, the client says. “I’m sorry, but you’ll have to take a number,” says the narrator.

  • The number 87 is shown on a digital sign on the back wall.
  • “91,” the server continues, followed by “92, 93, and 94.” It is at this time when the husband and wife exchange looks of surprise and incredulity.
  • As soon as the couple has left, the server returns to the other person behind the counter, who is her employer, and says, “Now, didn’t that seem a little stupid?” We just missed out on a wonderful bargain, didn’t we?
  • Why?
  • And, to be clear, when I say results, I am referring to the outcomes that your consumers have experienced as a result of your company’s products or services.

Culture dictates competitive advantage

Jack Welch expresses himself succinctly when he talks about the importance of culture and the need for a strategic plan to manage it. Look, it’s Management 101 to suggest that a good business’s culture is the most effective competitive weapon a firm can have. The devil, however, is in the specifics of the implementation. And if you don’t get it right, you’ll have to pay the price with the devil. Adam Zuckerman, a consultant at Towers Watson’s Chicago office, demonstrates how corporate culture influences market success: ” In recent years, corporate executives have begun to recognize this truth more fully.

Companies succeed not as a result of what they do, but more as a result of how they do it.

And the way they go about it is dictated by their cultural background. My favorite statement about the influence of culture on corporate performance and competitiveness is the oft-quoted organizationeffectiveness maxim, which states: “Organizations are more successful when they work together.”

“Culture eats strategy for breakfast.”

Even if you have a sound plan in place, if your company lacks the culture and enabling processes that will allow you to successfully implement that strategy, the culture of the organization will work against you and the strategy will be defeated. Finally, a November 2015 study by Duke University’s Fuqua School of Business, “How Corporate Culture Affects the Bottom Line,” adds weight to the argument that corporate culture is an essential element of business success, driving profitability, acquisition decisions, and even whether or not employees behave ethically.

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The following are some of the findings:

  • More than 90 percent of respondents stated that company culture was essential to them. 92 percent of respondents stated that enhancing the corporate culture of their organization will increase the worth of the company. More than half of those polled believe that company culture has an impact on productivity, innovation, profitability, firm value, and pace of growth. When asked if their company’s corporate culture was where it needed to be, just 15% responded positively.

A snapshot of culture

“What does organizational culture mean to you?” I’ve asked participants in my Mining Group Gold and Building Team Powerworkshops. “What does organizational culture mean to you?” This synthesised definition has formed over time from a variety of sources, including the following: A company’s organizational culture may be defined as an integrated sum total of all of the assumptions, values, and beliefs that have been acquired and communicated, both formally and informally, that control how individuals act in the business.

  1. Alternatively, as expressed more cryptically in our introductory story: Culture is the way in which we constantly do things around here.
  2. It is the billions of zeroes and ones that make up the code that form an organization’s fundamental identity, the core of how its employees connect and operate together as a whole.
  3. It is always in a state of flux and change; it is never static.
  4. Corporate cultures are continually regenerating and developing at a modest but steady pace.
  5. There is no such thing as a universally beneficial culture.

Three intertwined culture drivers

The key study of Edgar Schein makes it abundantly evident that three highly interrelated components are the major drivers of an organization’s culture, according to his findings. Artifacts provide the earliest impressions of a company’s culture since they are tangible. Certain terms expressing values and ideas about how we operate around here are critical to setting the official benchmark for our statedculture, and they should be used sparingly.

However, it is the deeply ingrained observable behaviors that are widely shared and done on a daily basis that are significantly more significant. Let’s have a look at the three main drivers.

1. Basic underlying assumptions

Any culture is built on the foundation of these principles; they are the ultimate source of the values and activities that propel the business forward. Despite the fact that these fundamental, underlying assumptions are not documented, they are generally understood, shared, ingrained, and obeyed by the vast majority of employees. The powerful unconscious, taken-for granted beliefs, perceptions, thoughts, and sentiments that individuals have come to witness, identify, and embrace as “the actual way to work and achieve here” are the powerful unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings.

Observe how the following employee quotations indicate how fundamental underlying ideas influence behavior and culture: The executive team may shout that the client is number one, but we all know that sales and profit metrics are the most important in this firm since they are what decides our bonus.

The use of direct force is the most common.

People are bullied into compliance by the use of the name of a powerful leader, who then states that he or she expects the specified outcomes to be attained with everyone’s active involvement.

2. Espoused Values

These are the formal remarks made by the senior leadership team in front of the whole organization. Typically, they are written out in compact booklets, laminated pocket cards, or sleek PowerPoint slide presentations. These stated principles are communicated to all of the company’s personnel. Following distribution, whether or not the senior leadership team refers to them again — in speeches, films, or all-hands communication sessions — varies greatly from company to organization and depends on the nature of the organization.

  1. What is our mission in life? What is our reason for being? Goals: a description of what we hope to achieve. Strategies – How do we expect to achieve these objectives? Business Principles – What are the values and principles that guide our business operations? Core Values – –What are the values that we hold dear and that we are aware of
  2. Organizational Behaviors and Actions – What are the expected methods of acting and connecting in an organization?

3. Artifacts

Symbols, structures, processes, and rituals are all examples of artifacts that are extremely apparent in their respective contexts. All four are intended to aid in the formation of a shared identity among individuals, as well as the tying them together and organizing them as a part of a bigger whole. Artifacts are frequently the first thing that people notice about an organization’s culture, and they are sometimes the sole variables taken into consideration when attempting to modify the culture.

  1. And in the age of smartphones, logos are more than just a visual signal; they are also the icons that people touch dozens of times each day, and shame on any company that offends its consumers by making a stupid attempt to alter that icon.
  2. For example, gifting a Rolex watch to a high achiever is symbolic of “winning,” as is abolishing all offices and requiring all management, including the president, to live in an open environment.
  3. These are just a few examples of how symbols may visually represent and reinforce a company’s culture.
  4. It is the structural elements that are put in place, such as rigid vs.
  5. isolated departmentalization, hierarchical vs.
  6. narrow span-of-control, stringent vs.

A few examples of powerful processes that shape culture include what management pays attention to and rewards, who it recruits and hires, the image it creates through its multimedia advertising processes, the quality of the customer service and support systems it has in place, and the recruitment and hiring of new employees.

Typical rituals that help establish a culture include annual kick-offs, President’s Club trips for top salespeople, service award ceremonies, often retold stories of the company’s history that have become myths, birthday cake and ice cream for employees, company picnics, and organized volunteer projects.

The issue of misalignment

Examples of disconnects between the three cultural forces are provided below to illustrate the point.

  1. We believe in giving the best quality in both customer and product service, which will develop trust over time. However, our fundamental underlying beliefs are “Be fast, be cost-effective, and if quality needs to suffer, so be it.”
  2. The fundamental underlying assumptions — “We live in a ‘I’ culture that is solely focused on individual performance” — do not align properly with the visible Artifact: “Our highly respected, first-class talent development organization uses state-of-the-art tools and processes to teach teamwork and collaboration.”
  3. Espoused Values — “We expect all teammates to think and act in an entrepreneurial manner, as if they were the owners of this business” is in direct conflict with a well-known Artifact: “We expect all teammates to think and act in an entrepreneurial manner, as if they were the owners of this business.” The use of a hierarchical organizational structure, with centralized decision-making, in a business setting.

If any of the three linked drivers of your business is out of alignment, you will almost surely have culture challenges that will cripple your firm. To be sure, these three elements are perfectly matched, but if the entire isn’t generating an effective and competitive organization, a deliberate culture shift is required.

Some lessons about change

People will battle to maintain the status quo — even if it is one they do not agree with — because, at the very least, they understand it and are familiar with how to deal with it. As a result, while seeking to alter culture, it is critical to realize that you are addressing the most established and solid aspect of your company, and that the defenders of the existing state might be numerous.

Changing behaviors is the most powerful determinant of real cultural change.

It is more important to look at what individuals actually do than than what they say. To gain more good impacts from your cultural environment, it is preferable to concentrate on modifying behavior, which has the potential to result in genuine cultural transformation. When people make direct appeals to alter their views, values, or methods of doing things, they seldom get the outcomes they want. However, when people modify their actions, their mindsets will follow. There are a variety of approaches that may be used to elicit behavioral changes that will ultimately result in changes in the organization’s culture:

  • Recruiting new employees who “fit” with the new culture
  • Recognizing and rewarding those who use innovative culture tools and practices
  • The provision of monetary incentives to those who use innovative culture-related technologies and approaches
  • Managers should serve as role models for new cultural ideals, philosophy, tools, and procedures. Dismissing individuals who are determined to maintain the status quo of the old culture
  • Elevating opinion leaders who exhibit the required behaviors of the new culture

The degree to which a culture change is internalized — that is, to the extent that individuals choose to adopt new behaviors and work techniques because they are more rational than the old alternative habits — will determine the long-term effectiveness of the cultural change initiative. Simply changing organizational structures, work processes, decision rights, policies, and other aspects of the organization without developing a thoughtful plan to account for necessary behavioral changes that will, over time, bring about an alignment of shared assumptions, values, and beliefs with the behaviors will not suffice.

The following is an example of communication among employees at all levels who are sedated by “change fatigue”: “Here comes another ice cream flavor of the month from on high, but, if we just hunker down for a little, we’ll soon be back to business as usual.” This is captured by an old proverb: “The more things change, the more they remain the same.” As a result, any number of changes can occur (such as shifting from structure A to structure B, changing from work process A to work process B, and so on), but unless there are concomitant transitions to new behaviors, the culture will stay unchanged after the dust settles.

Among the numerous reasons why so many firms fail to implement a desired cultural shift is highlighted by Schein in his superb book, Corporate Culture Survival Guide: .

Examination of the artifacts, on the other hand, often reveals reward and incentive systems that place a premium on individual achievement and competition among employees for the limited number of promotional possibilities that are made accessible.

If it is unable or unwilling to do so, the final effect might be a fall in employee morale when they learn that what they had hoped for is not taking place.

Yet, in most corporate cultures, such practices are absent because the cultures were built on deep assumptions of hierarchy, tight controls, managerial prerogatives, limited communication with employees, and the assumption that management and employees are inherently at odds with one another—a truth symbolized by the presence of unions, grievance procedures, the right to strike, and other artifacts that reveal what the cultural assumptions are.

These beliefs are likely to be firmly ingrained, and they are unlikely to alter just because a new management group declares a shift in organizational culture.

In summary

As you come to realize that culture matters because it governs your company, for better or worse, you will realize that working on your culture is not a topic for human resources. Contrary to popular belief, it is a financial and strategic issue. In fact, it’s one of the most crucial things you can do to build a long-term competitive edge for your organization. And what could be more crucial to the long-term survival and prosperity of your business than that? After reading this perspective on organizational culture, I welcome you to continue reading my series on organizational culture here.

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