Each Disscussion Post has the attatched PDF or Linked address reading on the number:DON'T be Alarmed from length. Just need a well written response(not too long). Number 4 is a short metephor creation 1.)PDF (WEEK 1RD)For the organization I currently work for, one artifact that come to mind are presentation templates. The organization has specific branded templates staff are expected to use for presentations. Another artifact is the way we refer to employees as staff members.I'm not sure if this is an example of espoused beliefs ad values but I'll describe it and look for feedback from the group as to whether it fits the definition. We had a formal 2-year staff development program for our research staff. The program was designed to be in-person learning in a cohort. We have research staff at other locations who are not able to participate in this program due to the travel involved. So to address this challenge, we developed a pilot program for the offsite staff and condensed the program to a 1-week "boot camp". Initially, it was believed that it would not provide the value that the 2-year program provided. However, after the first group went through the pilot, they were thrilled with the training and the value it brought to them and requested the pilot be implemented as a regular program for the offsite research staff and offered a couple of times a year if possible.In the previous example a basic underlying assumption was that staff gained greater value of a prolonged 2-year program. What they found in the pilot was the opposite. The pilot group also gained great value of the 1-week program. They were still able to build valuable lasting relationships with the other participants.2.) PDF (WEEK 1RD)I'm in the process of departing my current company, and have been reflecting a lot of my experience working there for the past three years.I spent over a year working in the office before the pandemic hit, and my observations of the company culture were primarily shaped from my time in the physical space. Since we've gone remote I've struggled to experience that culture or observe a new one forming.In the office, artifacts were everywhere. Each meeting room had posters of infamous ad campaigns and company values on the walls. We held All Hands meetings (dubbed "FortNight" given they were every 2 weeks) in a special room with a stage and neon lights. We ate lunch in the space nearest our desks, resulting in "lunch crews" forming due to spatial proximity.I joined the company because of the espoused belief that we unlocking economic equity for groups previously disadvantaged, and we were committed to leveraging training to give them a chance at success. And during my first year, I felt this value infused into our strategy and roadmap.And while the company was founded on the underlying assumption that community made us all stronger, by the time I joined it certainly felt like that assumption shifted to the perspective that money motivatives. The social impact of our work was less of a cultural cornerstone and the focus shifted to the notion that everyone wants to earn more money, and our work is helping folx do so.3.) https://www.buzzfeednews.com/article/carolineodono...From the article, it seems like Uber sat squarely in the southern half of Cameron and Quinn's Competing Values Framework.It seems like their leadership promoted a top-down Hierarchical culture - obsessed with timeliness and control. Whether this was routinely waking engineers up at 3am or punishing employees for taking sick days or caring for families, this push to "redline" seems like it took effectiveness to an extreme.Given the potential financial rewards of being a part of a unicorn, Uber also created a Market culture that obsessed with equity and profitability. It seems like employees routinely dealt with inhumane working conditions so that they could one day cash out on their equity. Individuals were encouraged to compete with each other in a self-described "blood sport" to try and rise to the top, with managers stack ranking them for both reward and punishment.4.) https://www.torbenrick.eu/blog/culture/organizatio...The iceberg metaphor is often used to describe culture. What other metaphors can you think of? Complete the sentence: "Organization culture is like a ____, because ____."5.)PDF(awake to woke)From my perspective, my current organization would be best served by pulling the Community lever in pursuit of building a Race Equity Culture. So many of our efforts have been focused on the employees in the building, and yet the populations we serve (customers and end users) are left out in the cold. Our employees need to connect with the community to better understand the systems that disenfranchise them so that we can take part in dismantling them. We need to listen to community members who share ways our product contributes to race bias and take action on that. We need to partner with our community to solve shared problems rather than sit in our ivory tower and dictate outcomes.The other lever I'd recommend is the Senior Leadership lever. We've seen a lot of bottoms up efforts to build a culture of equity, but aside from some virtue signaling immediately following George Floyd's murder we haven't seen any action from the executive team. Our People leadership continues to report on pay equity and diverse hiring goals, but if that's the only space where race equity is discussed then we're failing our colleagues of color.While so much of the actions outlined in this paper resonate with me (as well as the fundamental "why" behind this work), I find myself feeling discouraged after reading this. All of these tactics require the buy-in of senior stakeholders, and in my experience the companies I've worked for have not been willing to prioritize this over profitability and quarter-over-quarter growth. Now, it doesn't need to be a trade-off but time and time again I've seen programs supporting race equity defunded to support more "mission critical" projects. So how do we shift the conversation and create a sense of urgency around this work? The authors give us plenty of action steps to take once we have buy-in, but for those of us without formal decision making authority how do we begin to get buy-in that this work matters?6.) Video BelowSocial constructionism can help us avoid taking the social relations we live in for granted. Social relations can be changed and are not set in stone. I read Berger & Luckman's book 22 years ago my senior year in college and I remember just being blown away every sentence. Examining the language being used and strategies unearthing of power embedded in social relations could be used to further shape my work.

After completing this week’s readings, analyze a current or past organization where you have worked. Is your current organization managed by the stakeholder or stockholder approach? Do you agree/disagree with the approach that has been utilized? If you agree with the approach, please state why. If you disagree, what changes would you make? Be specific with your analysis.