All groups and organizations need to know how they are doing against their goals and periodically need to check to determine whether they are performing in line with their mission. This process involves three areas in which the group needs to achieve consensus leading to cultural dimensions that later drop out of awareness and become basic assumptions. Consensus must be achieved on what to measure, how to measure it, and what to do when corrections are needed. The cultural elements that form around each of these issues often become the primary focus for what newcomers to the organization will be concerned about because such measurements inevitably become linked to how each employee is doing his or her job.
Edgar H. ScheinRelated topics
basic check consensus drop employee focus form group job later leading line measure mission need needs organization performing primary process three elements awareness corrections goalsRelated quotes
There are a number of imperfections in the new South Africa where I would have hoped that things would be better, but on balance I think we have basically achieved what we set out to achieve. And if I were to draw balance sheets on where South Africa stands now, I would say that the positive outweighs the negative by far. There is a tendency by commentators across the world to focus on the few negatives which are quite negative, like how are we handling AIDS, like our role vis-à-vis Zimbabwe. But the positives – the stability in South Africa, the adherence to well-balanced economic policies, fighting inflation, doing all the right things in order to lay the basis and the foundation for sustained economic growth – are in place.
F. W. de Klerk
I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions.
Next I believe that the most important single factor in corporate success is faithful adherence to those beliefs.
And, finally I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life.
Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing...
Thomas Watson, Jr.
Another theme of the Wake that helps in the understanding of the paradoxical shift from cliché to archetype is "pastimes are past times". The dominant technologies of one age become the games and pastimes of a later age. In the twentieth century the number of past times that are simultaneously available is so vast as to create cultural anarchy. When all the cultures of the world are simultaneously present, the work of the artist in the elucidation of form takes on new scope and new urgency. Most men are pushed into the artist role. The artist cannot dispense with the principle of doubleness and interplay since this kind of hendiadys-dialogue is essential to the very structure of consciousness, awareness, and autonomy.
Marshall McLuhan
The cultural revolution of the later twentieth century can thus best be understood as the triumph of the individual over society, or rather, the breaking of the threads which in the past had woven human beings into social textures. For such textures had consisted not only of the actual relations between human beings and their forms of organization but also of the general models of such relations and the texted patterns of people's behaviour towards each other; their roles were prescribed, though not always written. Hence the often traumatic insecurity when older conventions of behaviour were either overturned or lost their rationale, or the incomprehension between those who felt this loss and those too young to have known anything but anomic society.
Eric Hobsbawm
In this administration also it has been necessary at times to issue specific warnings - warnings that we could not stand by and watch the Communists conquer Laos by force, or intervene in the Congo, or swallow West Berlin, or maintain offensive missiles on Cuba. But while our goals were at least temporarily obtained in these and other instances, our successful defense of freedom was due not to the words we used, but to the strength we stood ready to use on behalf of the principles we stand ready to defend. This strength is composed of many different elements, ranging from the most massive deterrents to the most subtle influences. And all types of strength are needed - no one kind could do the job alone.
John F. Kennedy
