Table A3 Post-interview embedding...

Table A3

Post-interview embedding mechanism prompt sheet

Mechanisms	Field notes
Primary embedding mechanisms (assumptions)
What are directors paying attention to, measuring and controlling on a regular basis?
How do directors allocate resources?
What deliberate role modelling, teaching or coaching is taking place?
How are directors allocating rewards and status?
How are directors recruiting, selecting, promoting and excommunicating?
Secondary reinforcement and stabilising mechanisms (espoused values and artifacts)
Type of organisation design and structure:
Type of organisation systems and procedures:
Rites of the organisation:
Design of physical space (e.g. buildings):
Stories about important events and people:
Formal statements of organisational philosophy, creeds and charters:
Defensive mechanisms
Circle and describe evidence of:
Denial/cover-up/projection/othering Self-sealing logics Lack of ownership Undiscussable issues Incongruence “I don't know” Blockages to upward communication Not listening/caring/paying attention Overconfidence/hubris Malaise: hopelessness and cynicism Blaming others Unmanageability Excommunication/exclusion of members

Mechanisms	Field notes
Primary embedding mechanisms (assumptions)
What are directors paying attention to, measuring and controlling on a regular basis?
How do directors allocate resources?
What deliberate role modelling, teaching or coaching is taking place?
How are directors allocating rewards and status?
How are directors recruiting, selecting, promoting and excommunicating?
Secondary reinforcement and stabilising mechanisms (espoused values and artifacts)
Type of organisation design and structure:
Type of organisation systems and procedures:
Rites of the organisation:
Design of physical space (e.g. buildings):
Stories about important events and people:
Formal statements of organisational philosophy, creeds and charters:
Defensive mechanisms
Circle and describe evidence of:
Denial/cover-up/projection/othering Self-sealing logics Lack of ownership Undiscussable issues Incongruence “I don't know” Blockages to upward communication Not listening/caring/paying attention Overconfidence/hubris Malaise: hopelessness and cynicism Blaming others Unmanageability Excommunication/exclusion of members

Source(s): Adapted from “How Leaders Embed Beliefs Values and Assumptions”, by Schein and Schein (2017), Copyright 2017 by Edgar Schein. Adapted with permission; “A Life Full of Learning”, by Argyris (2002), Organisational Studies, pp. 1178–1192. Copyright by Sage Publications (2003)

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