Edgar Schein

Edgar H. Schein
Born	March 5, 1928 Zurich
Nationality	American
Citizenship	United States
Alma mater	Harvard University, Stanford University, University of Chicago
Known for	coercive persuasion, organizational development, career development, group process consultation, organizational culture, corporate culture
Awards	Lifetime Achievement Award in Workplace Learning and Performance of the American Society of Training Directors, 2000 Everett Cherrington Hughes Award for Career Scholarship, 2000 Marion Gislason Award for Leadership in Executive Development, from the BU School of Management Executive Development Roundtable, 2002, Life time achievement award as Scholar Practitioner, Academy of Management, 2009; Life time achievement award for Leadership, International Leadership Assoc., 2012; Honorary Doctorate, Bled School of Management, Slovenia, 2012.
Scientific career
Fields	Psychology
Institutions	MIT Sloan School of Management

Edgar Henry Schein (born March 5, 1928), a former professor at the MIT Sloan School of Management, has made a notable mark on the field of organizational development in many areas, including career development, group process consultation, and organizational culture. He is the son of former University of Chicago professor Marcel Schein.

Schein's organizational culture model

Illustration of Schein's model of organizational culture

Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three distinct levels in organizational cultures:

1. artifacts and behaviours
2. espoused values
3. assumptions

The three levels refer to the degree to which the different cultural phenomena are visible to the observer.

• Artifacts include any tangible, overt or verbally identifiable elements in an organization. Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture.
• Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes often be a projection for the future, of what the members hope to become. Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the deeper tacit assumptions of the culture.
• Shared basic assumptions are the deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within.

Schein's 'Career Anchors'

A career anchor is one's self-concept, and consists of one's perceptions of one's talents and abilities, one's basic values and one's perceptions of motives and needs as they pertain to career.

In Schein's original research from the mid-1970s he identified five possible career anchor constructs: (1) autonomy/independence, (2) security/stability, (3) technical-functional competence, (4) general managerial competence, and (5) entrepreneurial creativity. Follow-up studies in the 1980s identified three additional constructs: (6) service or dedication to a cause, (7) pure challenge, and (8) life style.

A 2008 study distinguishes between entrepreneurship and creativity to form nine possible constructs.

Education

• Ph.D., social psychology, Harvard University, 1952
• Master's Degree, Psychology, Stanford University, 1949
• Ph.B., B.A.,University of Chicago, 1947

Publications

• Coercive Persuasion: A socio-psychological analysis of the "brainwashing" of American civilian prisoners by the Chinese Communists (1961) ISBN 0-393-00613-1
• "Professional Education: Some new directions" (1972) ISBN 0-07-010042-X
• "Career Dynamics" (1978) ISBN 0-201-06834-6
• Organizational Psychology, 3d ed (1980) ISBN 0-13-641332-3
• "The Clinical Perspective in Field Work" (1987) ISBN 0-8039-2975-7
• "The Art of Managing Human Resources" (Editor, 1987) ISBN 0-19-504882-2
• "Strategic Pragmatism: The culture of Singapore's Economic Development Board (1996) ISBN 0-262-19367-1
• Process Consultation Revisited (1999) ISBN 0-201-34596-X
• "DEC is Dead: Long Live DEC: The lasting legacy of Digital Equipment Corporation" (2003) ISBN 1-57675-225-9
• Procesadvisering (2005) ISBN 90-5261-531-4
• "The Corporate Culture Survival Guide,2d ed" (2009) ISBN 978-0-470-29371-3
• "Helping: How to offer, give and receive help" (2009) ISBN 978-1-57675-863-2
• Organizational Culture and Leadership, 4th ed (2010) ISBN 978-0-470-18586-5
• "Humble Inquiry: the gentle art of asking instead of telling" (2013) ISBN 978-1-60994-981-5
• "Career Anchors, 4th ed" with J. VanMaanen (2013) ISBN 978-1-118-45575-3
• Organizational Psychology Then and Now: Some Observations. Annual Review of Organizational Psychology and Organizational Behavior, Vol. 2. (2015)

Awards, honors

Awards

• Lifetime Achievement Award in Workplace Learning and Performance of the American Society of Training and Development, February 3, 2000
• Everett Cherrington Hughes Award for Career Scholarship, Careers Division of the Academy of Management, August 8, 2000
• Marion Gislason Award for Leadership in Executive Development, Boston University School of Management Executive Development Roundtable, December 11, 2002
• Distinguished Scholar-Practitioner Award of the Academy of Management, 2009
• Life Time Achievement Award from the International Leadership Association, 2012
• Honorary Doctorate from the IEDC Bled School of Management in Slovenia, 2012

Professional

• Fellow, American Psychological Association
• Fellow, Academy of Management

Board member

• Advisory Board, Institute of Nuclear Power Operations
• Board Member, Massachusetts Audubon Society
• Board Member, Boston Lyric Opera

See also

• Lotte Bailyn
• Warren Bennis
• W. Warner Burke
• Harold Leavitt
• David Nadler
• John Van Maanen
• List of social psychologists