I had some tantalising opportunities to discretely observe organisational culture in action earlier this week, when I was an in-patient for 36 hours.
My bed had a good view of some double doors, leading to another ward. There was quite a lot of equipment in front of the doors. There was also a woven red cloth barrier (not just flimsy police tape) across the space reading "do not enter except in an emergency ". I could see a matching barrier on the far side of the doors.
Schein's "artefact" exhibit one. (For more on Schein, see: http://www.penny-walker.co.uk/…/a-z-of-csr-change-management)
What about the "observable behaviour"?
Staff regularly ducked under both sets of tape to use the doors. According to their uniforms (and lack of them), this was staff of a range of specialisms and levels. I didn't observe any staff doing so in pairs or groups. One looked slightly shamefaced when they caught my eye. No obvious emergencies were underway.
I observed about a dozen staff ducked under the barrier, at least two making the return journey as well, in the 36 hours I was there: some of the time I was asleep, or away from the ward for tests.
The clear "espoused value" was to not use the doors, with exceptions for emergencies.
Lots of staff were prepared to openly (although perhaps not in sight of other staff) disregard the combination of message and barrier. The barrier had not, however, been removed.
Basic underlying assumptions
I didn't get a chance to ask anyone about what was going on, but I have a few ideas. I'd be interested in your ideas and interpretations!
But as Schein himself was eager to stress, the observer is not the best person to interpret the meaning of the artefacts: people from inside the culture are best placed to do so.