Cara Efektif Membangun Budaya Inovasi | Dr. Indrawan Nugroho

Summary

This video explores how organizations can build a culture of innovation by changing the assumptions that drive employee behavior. Using Edgar Schein's culture model, the video emphasizes that while visible elements like office design play a role, it is the deeper assumptions and values that truly shape culture. By consistently providing experiences that challenge existing beliefs, leaders can inspire risk-taking, idea-sharing, and adaptability. The key takeaway is that changing assumptions, not just surface-level artifacts, is essential for fostering an innovative culture within a company.

Takeaways

• 😀 Schein's Culture Model explains how organizational culture is formed through visible artifacts, espoused values, and underlying assumptions.
• 😀 Visible artifacts, such as colorful walls or open spaces, can stimulate behavior, but deeper changes come from shifting assumptions and values.
• 😀 The most effective way to foster innovation is not by focusing solely on external symbols but by altering deeply held assumptions within an organization.
• 😀 Behaviors are shaped by invisible values and beliefs that may not be written down but are deeply embedded in the organizational culture.
• 😀 Zappos' customer service is a prime example of how shared assumptions about delivering happiness influence employee behavior and decision-making.
• 😀 Changing people's assumptions about what is acceptable behavior is the key to changing their actions and building a culture of innovation.
• 😀 Leaders should provide specific, consistent experiences that challenge and shift employees' existing assumptions over time.
• 😀 A culture of innovation is built not through one-off events but through the consistent application of principles that challenge old beliefs.
• 😀 Assumptions can be changed by providing employees with new, positive experiences that reshape their perspectives on behaviors and values.
• 😀 Organizational culture is most effectively changed when employees experience the shift in assumptions through daily interactions and behaviors, rather than through top-down directives.

Q & A

What is Edgar Schein's culture model?

Edgar Schein's culture model, introduced in 1980, explains how organizational culture is formed. It consists of three levels: visible artifacts, espoused values, and underlying assumptions. The visible artifacts are things like open office spaces and colorful decor, while espoused values are the beliefs that are often publicly stated but not always practiced. The most powerful level is the underlying assumptions, which are deeply ingrained beliefs that shape behavior in the organization.

How do visible artifacts influence organizational behavior?

Visible artifacts, such as office design or perks like ping pong tables and free coffee, can influence behavior by creating an environment that stimulates certain actions. While they are important, they do not have as deep or lasting an impact as the underlying assumptions in shaping organizational behavior.

What role do assumptions play in shaping behavior within an organization?

Assumptions are deeply held beliefs that shape behavior at a subconscious level. They influence decisions, actions, and attitudes in a company. For example, if employees believe that customers are the most important, their behavior will reflect a strong focus on customer service, even in difficult situations.

Can you explain the Zappos customer service example?

The Zappos example illustrates how deeply ingrained assumptions affect behavior. In this case, Zappos employees are so committed to customer happiness that, when a customer wanted a pair of shoes but the stock was unavailable, an employee went to competitors to find the shoes, even though it cost the company more time and money. This behavior was driven by their belief in delivering happiness, which is a core value at Zappos.

What is the most effective way to foster an innovative culture in a company?

To build an innovative culture, it's essential to go beyond surface-level changes like colorful office spaces. Leaders should focus on altering the assumptions within the organization. By providing employees with new and consistent experiences that challenge their current beliefs, you can change their behavior and create a more innovative environment.

What is the difference between visible and invisible cultural elements?

Visible cultural elements include tangible aspects of a company, such as office design, artifacts, or public policies. These are easily seen and recognized. Invisible elements, on the other hand, include the underlying values, beliefs, and assumptions that influence behavior but are not always immediately apparent.

How do assumptions impact decision-making in an organization?

Assumptions guide how individuals in an organization perceive situations and make decisions. If an assumption is that 'failure is not accepted,' employees might avoid taking risks. Changing these assumptions, for example, to 'failure is a learning opportunity,' can lead to more innovative thinking and better decision-making.

What role does leadership play in changing organizational culture?

Leadership plays a crucial role in changing organizational culture by providing experiences that challenge existing assumptions. Leaders can set an example by consistently reinforcing the values they want to see in the organization and by creating an environment where employees feel safe to experiment and share ideas.

Why is it not enough to simply decorate the office to promote innovation?

Decorating the office or offering perks like open spaces and free coffee may trigger a short-term boost in morale, but they do not address the deeper cultural issues. For long-term change, leaders need to focus on shifting the underlying assumptions that drive behavior, as these are the true influencers of culture and innovation.

How can an organization change the assumptions that influence behavior?

To change the assumptions in an organization, leaders should provide new, consistent experiences that challenge existing beliefs. For example, by encouraging employees to express ideas in meetings and rewarding creative thinking, leadership can reshape assumptions about what behaviors are acceptable or valued in the organization.