Reference #458: Organizational Culture and Leadership

Dialogue personalise cultural issues. This is especially true for dialogue with check-ins and conversations on critical issues of culture such as authority and intimacy. When you talk only about generalisations of countries and how their culture has evolved, your conversation is often transactional. Dialogue with personal accounts shifts the conversation from transactional to personal. This unlocks the fundamental learning processes of imitation and identification — we see each other as people rather than roles.

Schein. Organizational Culture and Leadership, 2017. (115)

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