Abstract
Edgar Schein''s 1968 article examined the process by which a new member adapts to the value system of an organisation. It pointed out that both non conformity and over conformity to an organisation''s norms present their own dangers. In his afterword, Dr Schein reflects on the paradoxes that have arisen in the field of organisational development in the past twenty years. Some experts now argue that corporate culture should encourage diversity; others argue that it should stress loyalty (in a sense, non conformity versus over conformity). Schein himself defends a less ''canned'' approach: accept the culture that exists and make the best of it.
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Abstract
Edgar Schein''s 1968 article examined the process by which a new member adapts to the value system of an organisation. It pointed out that both non conformity and over conformity to an organisation''s norms present their own dangers. In his afterword, Dr Schein reflects on the paradoxes that have arisen in the field of organisational development in the past twenty years. Some experts now argue that corporate culture should encourage diversity; others argue that it should stress loyalty (in a sense, non conformity versus over conformity). Schein himself defends a less ''canned'' approach: accept the culture that exists and make the best of it.