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Product Details

  • Paperback: 173 pages
  • Publisher: McGraw-Hill Companies; 1 edition (January 1, 2000)
  • Language: English
  • ISBN-10: 0071359818
  • ISBN-13: 978-0071359818
  • Product Dimensions: 9 x 6.1 x 0.4 inches
  • Shipping Weight: 10.4 ounces (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Best Sellers Rank: #341,729 in Books (See Top 100 in Books)

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6 of 7 people found the following review helpful By Daniel Mezick on September 22, 2012
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This is a useful book that pulls together a set of ideas in one model of organizational culture. The book asserts that eventually, all organizational cultures end up more or less fitting into 4 specific categories: Control culture, Competency culture, Collaboration culture, and Cultivation culture. The book provides ABC guidance on how to assess the culture of your company and once complete, use that assessment to play to your strengths while avoiding weaknesses.

This is an interesting book and the framework is useful as an assessment tool. The book's thesis is grounded in actual consulting with real organizations, making the assertions the book makes believable.

That said, the book does tend to promote the idea that no one cultural idea for your organization is better than any other idea. This is probably misguided. The pace of change is demanding that organizations be more and more adaptive. This is true even for the insurance industry, where Schneider did most of his consulting prior to writing this book. The pace of change has accelerated since the early 1990's. It is clear that cultures which value continuous learning are more far more useful and valid than cultures that do not. The word 'learning' does not appear in the index. A quick examination of the pages in this short book reveals that the essential topic of organizational learning is not addressed.

In my view, organizational cultures that are designed to learn fast are clearly superior to those who do not. This book stops short of stating this and instead tends to support the idea that all organizational types are of equal value. "Learning cultures" are superior to others precisely because they can more readily identify and immediately adapt to change.
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2 of 2 people found the following review helpful By David A. Koontz on August 15, 2011
This book has come highly recommended by colleagues practicing organizational change and Agile software development transformations. A must read to understand your current company culture, and create a strategy for successful change.

I would have purchased if there was a Kindle version - now I'll wait for a used book.
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I purchased this recently to be able to re-read this gem. For me, this material has always been very relevant. I use the content in my day to day business consulting. I think some may take the content verbatim which is why I hear some negativity. For me, the content is well-described, well-research, etc. I find to this day that the understanding of culture in organizations is part of a larger understanding of success and/or dysfunction. For me this was an enjoyable read (again).
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