The Schneider Culture Model

William Meller - The Schneider Culture Model
The Schneider Culture Model defines four distinct possible cultures: collaboration culture, command culture, competence culture, and cultivation culture.

An organization's culture is a set of values, norms, and standards that determine how people work together to achieve the mission and goals of that organization.

Employees' behaviour is shaped by their culture. 

As a company's members become more similar, its culture becomes more distinctive. 

As a result of these shared values and common cultures, organizational members are able to integrate and coordinate more effectively.

The Schneider Culture Model is based on William Schneider's book The Reengineering Alternative: A plan for making your current culture work.

It is a cultural model that dates back to the mid-'90s, but it continues to be relevant today. In a culture model, we learn about the values and norms within a group or organization. 

As well as identifying what's important, it also describes how people approach work and each other.

Two dimensions are used to describe the cultural model. 

The first dimension along which the model is defined is based on an organization’s approach to decision-making, which could be more people-oriented (personal) or more company-oriented (impersonal).

The second dimension along which the model is defined is based on what the organization pays attention to, which could be more reality-oriented or possibility-oriented.

With these two dimensions, the Schneider Culture Model defines four distinct cultures: 

William Meller - The Schneider Culture Model

Collaboration culture: working together

The success of these organizations lies in working together as teams and building consensus in a trusting and emotionally charged environment.

Command culture: getting and keeping control

In this culture, problems are addressed quickly without wasting time on consensus-building, and the approach is more directive.

Competence culture: being the best

In such organizations, excellence and superiority are pursued, and a competitive and disciplined working environment is created.

Cultivation culture: learning and growing with purpose

It is similar to the decision-making process of a Collaboration culture, but here the focus is more on the growth potential and achieving what is possible but hasn't yet been realized.

On Methods and Tools website, Michael Sahota presents this amazing board with the Agile values organized with the culture models we learned today.

The Schneider model is mapped to the values and principles in the following diagram.

William Meller - The Schneider Culture Model

Collaboration and cultivation are aligned with a high density of values and practices. 

It should be noted that there were no elements related to command culture and only one related to competence culture.

I highly recommend you read this article by Michael Sahota on the Methods and Tools website!

The question is, what is the culture that your organization practices (for real) and the culture that it promises to have?

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