Organizational Culture Models

Schein’s three levels

Edgar Schein describes culture in three layers, like a three-flavour ice cream. On the surface are artifacts — the visible signs such as office layout, rituals and the team’s way of speaking. Artifacts are immediate but can be misleading: they show behaviour without explaining why it happens. The next level is espoused values and norms, the stated or shared principles that guide decisions. These appear in mission statements and in how leaders talk and act. At the deepest level lie basic assumptions: taken-for-granted beliefs about human nature, risk, time and what counts as success. Those assumptions shape daily decisions but rarely get discussed.

Leaders seeking cultural change must address those underlying assumptions, not just redecorate. A proper diagnosis starts with observing artifacts, then uses interviews and storytelling to surface values and beliefs. Observation plus conversation reveals which values are genuine and which are mere slogans. Schein’s approach requires patience and method: deep change takes repeated, consistent actions. Many organizations stop at surface changes and wonder why behaviour persists. For example, changing dress codes or desk layout won’t shift attitudes if assumptions about accountability or collaboration remain unexamined. Effective culture audits combine observation, organizational history and interviews so interventions actually change everyday decisions and performance.

The Competing Values Framework

The Competing Values Framework shows culture isn’t one-dimensional — think of it as a palette where different colors can be mixed. Two core dimensions are flexibility versus control and internal focus versus external focus; their intersection creates four culture types. The clan culture values trust, collaboration and long-term relationships. Adhocracy prizes creativity, experimentation and risk-taking, which supports innovation. The market culture focuses on results, competition and measurable goals. Hierarchical culture emphasizes predictability through procedures and clear roles.

Most companies mix traits from multiple types to suit their strategy and market. For instance, some firms combine strong performance demands with a drive for innovation, while consultancies often sustain tight team bonds alongside rigorous client delivery. Understanding CVF helps leaders choose HR actions and communication suited to their culture. Practical manager training — described in some contexts as szkolenie dla managerów — can teach how to read culture and adapt leadership styles to team expectations. Diagnostics typically use questionnaires and interviews to reveal dominant values. Treat CVF as a map, not a label: it points to where to intervene so you can plan targeted actions instead of guessing.

Hofstede’s multi-dimensional perspective

Geert Hofstede expands the analysis by looking at culture through multiple lenses. His approach highlights dimensions such as organizational effectiveness, customer orientation and patterns of internal communication. Effectiveness examines whether goals are pursued through strict procedures or through adaptive, flexible methods. Customer orientation measures how much the organization responds to external needs versus prioritizing internal processes. Communication ranges from open, trust-building styles to closed information flows that limit engagement.

Different combinations of these dimensions produce different practices and expectations among employees. Studies show fewer than one in four employees fully understand their organization’s values, which creates a communication gap: strategy and values aren’t translated into everyday tasks. Hofstede’s framework helps leaders identify where to focus communication so values become clear and actionable. Practical steps include simplifying messages, providing concrete examples and modelling desired behaviours. A multi-dimensional diagnosis supports designing development programs and incentive systems that align behaviour with strategic goals. Companies that synchronize communication with values tend to gain trust and higher engagement. Culture audits should pair quantitative data with observation and interviews to turn strategy into daily habits.

Hybrid models and the role of HR

Few organizations adhere strictly to a single model; hybrid approaches combine elements from different theories to meet real-world needs. These mixes are tailored to a company’s strategy, market position and scale. Human resources systems are central because policies translate values into expectations and rewards. Since the 1970s, thinkers have argued HR can be a lever for embedding culture: HR shapes what the organization expects, which behaviours it rewards and which rituals structure daily work.

Policies, training and reward systems act like rituals that reinforce norms and collaboration. Research from diverse markets shows investment in training and reward programs supports innovation and adaptation. Hybrid cultures often pair clan elements with adhocracy traits, or market urgency with hierarchical clarity, depending on business goals. Measuring outcomes and iterating quickly is vital when assumptions don’t hold. Good practice includes short development programs, mentoring and transparent performance standards that support cultural change. These interventions create alignment between stated values and real behaviour. Culture won’t shift on its own; it needs planned, repeatable actions from leaders and HR to become lasting.

Culture as advantage — and its challenges

A well-managed culture can be a competitive advantage and a place where people want to grow. Surveys indicate 90 percent of managers see culture as increasingly important for business and strategic decisions. About 46 percent report culture improvements lead to higher productivity, engagement and retention. Strong culture builds belonging and identity: roughly 75 percent of employees prefer to succeed in companies with a clear culture.

Despite this, leaders face obstacles: 57 percent say managers do not enforce the desired culture, and 53 percent of HR leaders feel team managers don’t take responsibility for promoting culture. That signals a need for concrete tools, practical development programs and HR support to turn culture from an abstract ideal into daily practice. Nearly all leaders — some 97 percent — report the need to change aspects of culture, but lasting change requires consistency and constant reminders. Targeted sessions, coaching and short practical courses are more effective than one-off workshops. Training for managers should focus on practical skills, behaviour modelling and measuring results so cultural change becomes permanent.

Culture models help diagnose why people behave the way they do. Schein reminds us to work with deep assumptions, not just visible signs. The Competing Values Framework and Hofstede provide frameworks for analysis and communication. HR actions and hands-on programs turn these frameworks into daily habits. Research links strong culture to engagement and financial outcomes. Managers need tools and HR backing to implement change. Solid diagnosis and consistent execution increase the chance of better performance and satisfaction.

Empatyzer in organizational culture work

Empatyzer supports managers in diagnosing cultural tensions between artifacts and hidden assumptions. The AI assistant helps prepare focused interview questions and observation prompts so teams uncover real values and contradictions faster. It suggests ready-made 1:1 conversation scripts and feedback formulas that reveal beliefs without escalating conflict. For CVF-based work Empatyzer offers communication and prioritization guidance aligned with the target culture. When using a multi-dimensional approach like Hofstede’s, the tool highlights which communication dimensions need simpler language or more modelling of behaviour.

Empatyzer generates short micro-lessons tailored to managers and teams, making desired practices easier to adopt in daily interactions. Built-in diagnostics for personality and cultural preferences clarify who in the team needs different support. The tool works without complex integrations and keeps HR workload light, which speeds up pilots and focuses attention on practical interventions. In practice, Empatyzer allows testing communication hypotheses and making quick corrections before costly structural changes. It gives managers a simple way to turn cultural diagnosis into measurable team behaviours and actions.