Read the case study ” IDEO’s Culture Reinforces Helping Behavior” and respond to the following question Using the competing values framework as a point of reference, how would you describe the current organizational culture at IDEO? Remember to support your conclusion with examples if possible, and/or outside sources and outside sources
Using the competing values framework as a point of reference, the current organizational culture at IDEO can be described as a combination of both a clan culture and an adhocracy culture. The competing values framework was developed by Quinn and Cameron (1983) and suggests that organizations can be categorized based on two dimensions: internal-external and flexibility-control. The internal-external dimension represents the extent to which the organization focuses on internal integration and integration with external stakeholders. The flexibility-control dimension represents the extent to which the organization values stability, control, and discipline versus flexibility, innovation, and adaptability.
A clan culture is characterized by a focus on internal integration and a nurturing and collaborative environment. In the case of IDEO, there are several aspects that suggest the presence of a clan culture. First, the organizational structure at IDEO is described as having a flat hierarchy, where employees have easy access to senior leaders and decision-makers. This indicates a lack of formal barriers and a collaborative environment where ideas and feedback can easily flow. Additionally, IDEO places a strong emphasis on teamwork and collaboration, as evidenced by their interdisciplinary teams and their focus on “design thinking” – a human-centered approach that values empathy and collaboration in problem-solving. This highlights the nurturing and collaborative nature of the organization, characteristic of a clan culture.
Furthermore, IDEO’s emphasis on helping behavior and the practice of “creative abrasion” also align with the characteristics of a clan culture. The case study describes how IDEO encourages employees to provide constructive criticism and engage in open and honest discussions, promoting an environment of trust and psychological safety. This collaborative and supportive atmosphere enables employees to help each other, share knowledge, and collectively contribute to the success of IDEO.
On the other hand, IDEO’s culture also exhibits characteristics of an adhocracy culture. An adhocracy culture is characterized by a focus on external integration and flexibility. IDEO’s emphasis on innovation and creativity aligns with the adhocracy culture, as adhocracies thrive on being adaptable, entrepreneurial, and innovative. The case study highlights IDEO’s focus on experimentation and tolerance for failure, which supports the idea of a flexible and innovative organizational culture. IDEO’s use of cross-functional teams and diverse skill sets also fosters an environment where individuals are encouraged to take risks and explore new ideas.
In conclusion, IDEO’s current organizational culture can be described as a combination of a clan culture and an adhocracy culture. The presence of a flat hierarchy, emphasis on teamwork and collaboration, and focus on helping behavior demonstrate the characteristics of a clan culture. Simultaneously, IDEO’s emphasis on innovation, experimentation, and tolerance for failure align with the flexible and entrepreneurial nature of an adhocracy culture. It is essential to note that the competing values framework allows for the existence of multiple cultural orientations within an organization, and IDEO’s culture reflects the intricate dynamics of both clan and adhocracy cultures.
References:
Quinn, R. E., & Cameron, K. S. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33-51.