[MUSIC] Did you write down some elements of the culture of Rijk Zwaan? Then, let's discuss in a bit more detail about organizational culture and how we can describe it and understand it. So note, we are very specifically talking now about organizational culture. So about the way things are done, the shared system of meaning, ideas, and thoughts that are specific for an organization. And there is a framework that Ed Schein has developed a while ago which he called the three levels of culture. The first level you see here consists of what is called Observable artifacts. And these are the things that's the moment you enter within an organization you can see. You can observe. You see people acting in a certain way. You see people talking to each other. You see how the building is laid out. You see what people wear. Is it very formal? Is it more informal? You may also see it in the, let's say, annual reports. How is it structured? What pictures are shown? These are all what is called artifacts or ways of things that are there in an organization that say something about the culture. Then if we go one level below, we come to what Schein calls Espoused values. And a value really is something what you find important. So according to the framework, behind or underlying all these observable things is in fact an underlying layer of values guiding the behavior and guiding the processes. And these values really are a collective sense of how things should be. The values, the norms, what is accepted behavior, what is not accepted behavior. It's about what is important in this organization. And this typically takes maybe a little bit longer for you to really put your finger on these values. It's a little bit more intangible than that highest level of observable artifacts that we just saw before. But even one level deeper is a level which is called the Basic underlying assumptions. This really takes quite some time to find out in an organization and it's not even necessarily always visible, even to people working within the organization, because it's so self evident. It's so basic. It's so underlying that you don't really often talk about it, or think about it. But these really are the unconscious, taken for granted types of beliefs, perceptions, thoughts, and feelings that exist. And, as you can imagine, of course, these three levels interact. They are all parts of one system. And, if we think about the impact, we see an arrow going from the bottom to the top in which underlying assumptions impact espoused values and in turn, impact the artifact, what is happening. In return, we also see an arrow going top down and that is to say about what gives meaning to what. So if we think about the behavior, about the processes, all those things that are observable that are there, they get their meaning from what is happening at the underlying levels. So the meaning goes down all the way from what is happening to the values and to the underlying basic assumptions. Now, with this framework outlines, with this tool, this model, to understand culture in a bit more specific way than we did before. I would ask you specifically again to look back at the notes that you made from the video, from analyzing the culture in the prior step and now try to analyze and match them to the three levels of culture that I've just outlined. Can you see from what you've analyzed whether it feels more like an artifact, observable behavior, or whether you would classify it as an underlying value or maybe it's really one of those basic underlying assumptions. Which elements did you identify more? Do you have the same amount of artifacts, failures, underlying assumptions? So, try the met, the pyramid, as we saw it, to your analysis of fact. [MUSIC]