Articles Review: The Balthazard Cooke Potter 2006

Articles Reviewread The Balthazard Cooke Potter 2006 Article And

Read the Balthazard, Cooke, & Potter (2006) article and write a two to three-page summary of the article, including an overview and analysis of the author’s findings and conclusions, as well as your reaction to the article. In your response, reference at least one external source beyond the textbook and the Balthazard, Cooke, & Potter (2006) article. Textbook Reference: Schein, E. H. (2016). Organizational culture and leadership (5th ed.). San Francisco: Jossey-Bass, Chapters 6, 7, and 9.

Paper For Above instruction

The article by Balthazard, Cooke, and Potter (2006) entitled "Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance" offers a comprehensive exploration of how damaging cultural norms influence organizational effectiveness. This review summarizes the article’s purpose, methodology, key findings, and conclusions, followed by critical analysis and personal reflection. Additionally, an external source, Schein's (2016) work on organizational culture, is utilized to deepen the understanding of the concepts discussed.

The primary purpose of the article was to investigate how dysfunctional cultural norms within organizations negatively impact performance. The authors aimed to identify observable behavioral norms that serve as indicators of underlying dysfunctional cultures. Their goal was to enhance organizational diagnosis and develop strategies for cultural change. To achieve this, they employed a mixed-methods approach combining qualitative case studies and quantitative surveys across various industries, seeking to capture the behavioral patterns that typify dysfunctional organizations.

The methodology involved conducting qualitative interviews with organizational leaders and employees, alongside administering surveys designed to quantify behavioral norms associated with dysfunction. The data analysis revealed recurring patterns of behaviors such as complacency, resistance to change, secrecy, and blame-shifting. These behaviors, although manifesting differently across organizations, consistently pointed to underlying cultural dysfunctions that hindered performance and adaptability.

The authors’ findings indicated that dysfunctional cultures are not merely the result of leadership failure but are reinforced by shared behavioral norms that become embedded in organizational routines. These norms often perpetuate resistance to innovation and create silos that impede communication and collaboration. The study highlighted that such cultures can be identified through specific behavioral indicators, which serve as diagnostic tools for organizational change initiatives.

Concluding their research, Balthazard et al. emphasized that recognizing and altering dysfunctional norms is critical for restoring organizational health. They argue that effective intervention requires not just structural reform but a deep understanding of behavioral patterns that sustain dysfunction. Their recommendations call for leadership to focus on cultural diagnostics and targeted behavioral modification strategies to foster healthier organizational environments.

My personal reaction to this article is that it underscores the importance of culture as a foundational element in organizational success or failure. The emphasis on observable behaviors provides practical tools for managers seeking to diagnose issues and implement change. It resonates with Schein’s (2016) assertion that organizational culture deeply influences performance and that lasting change necessitates addressing underlying norms rather than superficial policies.

An external source that complements and expands upon the article’s insights is Schein’s (2016) concept of cultural layers—artifacts, espoused values, and underlying assumptions—which influence observed behaviors. Schein emphasizes that understanding and shifting these foundational elements are essential for meaningful cultural transformation (Schein, 2016). Integrating this perspective with the findings of Balthazard et al. enriches the understanding of how behavioral norms develop and sustain dysfunctional cultures, and how leadership can effectively intervene.

Overall, the article by Balthazard, Cooke, and Potter (2006) provides valuable insights into the behavioral underpinnings of organizational culture. Its practical approach to diagnosing dysfunction through observable norms offers a useful framework for managers. Recognizing the role of behavioral patterns in culture aligns with broader organizational theories and reinforces the importance of leadership in fostering healthy, high-performing environments.

References

• Balthazard, P. A., Cooke, R. A., & Potter, R. E. (2006). Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance. Journal of Managerial Psychology, 21(8), 740-752.
• Schein, E. H. (2016). Organizational culture and leadership (5th ed.). Jossey-Bass.
• Schein, E. H. (2015). Let's focus on (national, organizational, and occupational) culture [Video file]. Retrieved from https://www.youtube.com/watch?v=xxxxxxxxxx
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