Understanding Culture: Edgar Schein’s 3 Levels Explained

 Every organization has a culture.

You can feel it when you walk into a building.
You can sense it in meetings.
You can see it in how people talk to each other.

Photo by Haseeb Jamil on Unsplash

But culture isn’t just “vibes.” It’s layered, complex, and powerful.

One of the most useful frameworks for understanding culture comes from organizational psychologist Edgar Schein, who described culture as operating on three distinct levels:

1. Artifacts

2. Espoused Beliefs and Values

3. Underlying Assumptions

If you want to lead change, improve morale, or strengthen performance, you must understand all three.

Let’s break it down.

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Level 1: Artifacts — What You Can See

Artifacts are the visible parts of culture.

They include:

• Dress code

• Office layout

• Classroom setup

• Rituals and traditions

• Language and jargon

• Slogans on the wall

• Awards and recognition systems

• How meetings are run

Artifacts are easy to observe—but often difficult to interpret.

For example:

• An open-door policy sign is an artifact.

• A mission statement on the wall is an artifact.

• A team chant before a game is an artifact.

But artifacts alone don’t tell you whether those values are actually lived out.

Artifacts show you what the organization says and displays. They do not automatically reveal what the organization truly believes.

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Level 2: Espoused Beliefs and Values — What We Say We Believe

This level includes the stated values, philosophies, and strategies an organization claims to uphold.

Examples:

• “We value teamwork.”

• “Students come first.”

• “Safety is our top priority.”

• “We are customer-focused.”

• “We believe in accountability.”

Photo by Beau Carpenter on Unsplash

These beliefs shape policies, expectations, and decision-making.

But here’s the leadership challenge:

Sometimes what organizations say they believe does not match what they actually reward or tolerate.

When artifacts and espoused values align, trust grows.
When they don’t, cynicism spreads.

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Level 3: Underlying Assumptions — What We Actually Believe

This is the deepest level of culture.

Underlying assumptions are the unconscious beliefs that truly drive behavior.

They are rarely written down.
They are often invisible.
But they are incredibly powerful.

Examples:

• “Conflict should be avoided.”

• “Leaders shouldn’t admit mistakes.”

• “Results matter more than relationships.”

• “New ideas are risky.”

• “Change is dangerous.”

These assumptions shape daily decisions without people even realizing it.

If you want to change culture, you must uncover these assumptions. Adjusting artifacts without addressing assumptions is like painting over rust.

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Why This Matters for Leaders

Many leaders try to change culture by changing artifacts.

They redesign the office.
They update the logo.
They rewrite the mission statement.
They introduce new slogans.

But if underlying assumptions stay the same, nothing meaningful changes.

Real cultural change requires:

• Honest conversations

• Alignment between words and actions

• Leaders modeling the values they claim

• Systems that reinforce the right behaviors

• Consistency over time

Culture is not built by posters. It’s built by patterns.

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How This Applies to Schools, Teams, and
Businesses

In Schools

Artifacts: classroom décor, grading systems, staff meetings.
Espoused values: “We care about students.”
Assumptions: Do we truly believe every student can succeed?

In Athletics

Photo by Austin Distel on Unsplash

Artifacts: uniforms, slogans, pregame rituals.
Espoused values: “Team first.”
Assumptions: Do we reward selfish play if it wins games?

In Business

Artifacts: company branding, office perks, leadership messaging.
Espoused values: “People are our greatest asset.”
Assumptions: Are decisions actually made based on short-term profit over people?

Alignment across all three levels builds credibility.

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If You Want to Diagnose Your Culture

Ask these three questions:

1. What do we display? (Artifacts)

2. What do we say we believe? (Espoused Values)

3. What behaviors are consistently rewarded or tolerated? (Underlying Assumptions)

Where there is alignment, culture is strong.
Where there is misalignment, culture fractures.

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See It in Action

I recently presented on culture and climate for M.J. Electric, walking through Schein’s framework and how it applies to real organizations under pressure.

You can watch a clip that describes a potential artifact here:
👉 https://youtu.be/VGvS9pUOH1s?si=nwTAmceqLTY4VG0M

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Final Thought

Culture is not accidental.
It is built layer by layer.

Artifacts show the surface.
Beliefs explain the strategy.
Assumptions reveal the truth.

If you want to strengthen your organization, don’t just adjust the visible pieces. Go deeper. Align all three levels.

That’s how real culture change happens.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Three Levels of Organizational Culture framework was developed by Edgar Schein and outlined in his work Organizational Culture and Leadership (Jossey-Bass).

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

The Army Leader Competencies: What Leaders Are Expected to Do

https://www.ncolcoe.army.mil/News/Article/4035893/
investing-in-people-to-enhance-leadership-excellence/

If the Army Leader Attributes answer the question “Who are you as a leader?”, then the Army Leader Competencies answer a different—and equally important—question:

“What are you actually doing as a leader?”

Leadership is not a title, a rank, or a personality trait. In the Army, leadership is defined by action. The
Leader Competencies provide a clear, observable framework for what effective leaders must consistently do to build teams and accomplish the mission.

These competencies apply far beyond military formations. Teachers, coaches, administrators, and business leaders will recognize them immediately—because great leadership looks the same in every profession.

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What Are the Army Leader Competencies?

The Army organizes leadership action into three core competencies:

1. Leads

2. Develops

3. Achieves

Together, they form the behavioral side of the Army Leadership Model. While attributes describe internal qualities, competencies describe deliberate, repeatable actions leaders must take.

Strong leaders balance all three. Neglecting even one creates gaps in trust, performance, or long-term success.

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Leads: Influencing and Guiding Others

The first competency focuses on how leaders influence people and provide direction.

Leads Others

Leaders set the tone. They communicate purpose, establish expectations, and motivate people toward shared goals.

In civilian life, this looks like:

• Clearly communicating priorities

• Setting standards and enforcing them consistently

• Modeling professionalism and ethical behavior

Photo by Jehyun Sung on Unsplash

People follow clarity more than charisma.

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Extends Influence Beyond the Chain of Command

Leadership does not stop at formal authority.

Effective leaders build relationships, collaborate across teams, and influence outcomes even when they don’t “own” the problem.

This is critical in:

• Schools working across departments

• Coaching staffs coordinating roles

• Businesses operating in matrixed organizations

Influence is built on credibility and trust—not position.

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Leads by Example

This is where leadership becomes visible.

Leaders are always on display. Their work ethic, attitude, and behavior signal what is acceptable.

When leaders:

• Show up prepared

• Stay calm under pressure

• Admit mistakes

• Treat people with respect

Others follow suit.

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Communicates

Leadership lives and dies on communication.

Strong leaders:

• Share information early

• Listen actively

• Clarify intent

• Reduce uncertainty

Poor communication creates friction. Clear communication creates momentum.

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Develops: Building People and Organizations

Photo by Tim Mossholder on Unsplash

The second competency ensures leaders aren’t just producing results today—but building capacity for tomorrow.

Creates a Positive Environment

Leaders shape culture whether they mean to or not.

Positive environments are:

• Safe

• Disciplined

• Trust-based

• Accountable

People perform better where they feel respected and supported.

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Develops Others

Leadership is multiplication, not accumulation.

Developing others includes:

• Coaching

• Mentoring

• Providing feedback

• Creating growth opportunities

Leaders who hoard knowledge weaken the organization. Leaders who develop people strengthen it.

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Stewards the Profession

This means leaving the organization better than you found it.

In civilian terms, stewardship looks like:

• Upholding ethical standards

• Protecting organizational values

• Preparing future leaders

• Caring about long-term success, not just short-term wins

Stewardship separates managers from leaders.

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Achieves: Getting Results

The final competency is about execution.

Leadership without results is just talk.

Gets Results

Effective leaders:

• Prioritize correctly

• Manage time and resources

• Hold people accountable

• Adjust when plans change

They focus effort where it matters most.

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Balances Mission and People

Achieving is not about burning people out.

Strong leaders:

• Push for excellence

• Protect their team

• Sustain performance over time

Results matter—but how you get them matters just as much.

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Why the Leader Competencies Matter

The Army Leader Competencies ensure leadership is:

• Observable

• Teachable

• Assessable

• Repeatable

They prevent leadership from becoming vague or personality-driven. Instead, they provide a professional standard for action.

When paired with strong leader attributes, these competencies allow leaders to:

• Build trust

• Develop strong teams

• Navigate complexity

• Accomplish missions

• Sustain organizations over time

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Final Thought

Leadership is not about intentions—it’s about impact.

The Army Leader Competencies give leaders a clear answer to the question, “Am I actually leading?” They remind us that leadership requires influence, investment in people, and consistent execution.

If you want to grow as a leader:

• Lead with clarity

• Develop others intentionally

• Achieve results responsibly

That’s leadership that lasts.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Army Leader Competencies are defined in U.S. Army doctrine, including FM 6-22, Army Leadership and the Profession, which outlines the Army Leadership Requirements Model and the competencies of Leads, Develops, and Achieves.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

The Army Leader Attributes: A Blueprint for Leadership

Leadership is often reduced to skills—how well someone speaks, plans, or manages tasks. But the Army has long understood a deeper truth:

Before leaders can do leadership (VERB), they must be leaders (NOUN).

https://www.ncolcoe.army.mil/News/Article/4035893/
investing-in-people-to-enhance-leadership-excellence/

That belief is captured in the Army Leader Attributes, the internal qualities that shape how leaders think, act, and grow. These attributes apply to soldiers in combat—but they are just as relevant for teachers, coaches, administrators, executives, and anyone responsible for leading people.

The Army brraks leader attributes into three categories:

• Character
• Presence
• Intellect

Together, they form the foundation of effective leadership.

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What Are the Army Leader Attributes?

Army Leader Attributes are the core internal qualities that influence behavior, decision-making, and leadership effectiveness. They are rooted in the Army Values (LDRSHIP) and support the Army Leadership Model, which focuses on what leaders do (Leads, Develops, Achieves).

In simple terms:

Attributes are who you are.
Competencies are what you do.

Without strong attributes, leadership actions lack credibility and consistency.

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Character: The Moral and Ethical Foundation

Character is the backbone of leadership. It defines how a leader behaves when no one is watching and how they make decisions under pressure.

Character is built on several key elements.

Army Values (LDRSHIP)

The seven Army Values guide behavior and decision-making:

• Loyalty
• Duty
• Respect
• Selfless Service
• Honor
• Integrity
• Personal Courage

These values provide clarity when situations are complex or uncomfortable. They answer the question, “What is the right thing to do?”

Photo by Josh Calabrese on Unsplash

Empathy

Empathy allows leaders to understand the perspectives, emotions, and experiences of others. It does not eliminate standards—it strengthens relationships and trust.

Leaders who practice empathy:

• Communicate more effectively
• Reduce conflict
• Build stronger teams
• Improve morale and performance

Warrior / Service Ethos

This reflects a deep commitment to the profession and the mission. In civilian life, this translates to pride in your role, responsibility to others, and dedication to excellence.

Discipline and Humility

Discipline is self-control—doing what needs to be done even when it’s hard.
Humility is recognizing that leadership is service, not status.

Together, they keep leaders grounded and credible.

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Presence: The Impression You Make Every Day

Presence is how leaders are perceived by others. Whether intentional or not, leaders are always sending signals.

Presence includes:

Professional Bearing

This is reflected in appearance, demeanor, and conduct. It communicates seriousness, respect, and reliability.

In any profession, leaders set the tone. People notice how leaders carry themselves long before they hear what they say.

Fitness

Fitness is not just physical—it is mental and emotional readiness.

Fit leaders:

• Manage stress effectively
• Maintain energy and focus
• Remain calm under pressure
• Endure challenges without breaking

A leader who cannot sustain themselves cannot sustain a team.

Confidence and Resilience

Confidence reassures others.
Resilience keeps leaders moving forward after setbacks.

Leaders don’t need to have all the answers—but they must project stability and determination when things go wrong.

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Intellect: How Leaders Think

Photo by Shahram Anhari on Unsplash

Intellect shapes how leaders understand problems and make decisions. It is the engine behind adaptability and sound judgment.

Key aspects include:

Mental Agility

The ability to think flexibly and adapt to changing conditions.

Mentally agile leaders:

• Adjust plans quickly
• Learn from mistakes
• Avoid rigid thinking
• Stay effective in uncertainty

Sound Judgment

Judgment is the ability to make timely, ethical, and effective decisions. It comes from experience, reflection, and a strong moral foundation.

Innovation

Innovation is the willingness to think creatively and improve systems. It does not mean reckless change—it means thoughtful improvement.

Interpersonal Tact

This is the ability to work with people respectfully and effectively, especially in difficult conversations.

Leaders with strong interpersonal tact build trust without sacrificing standards.

Expertise

Expertise provides credibility. Leaders must know their profession, continue learning, and remain competent in their field.

People follow leaders who know what they’re doing.

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Why the Army Leader Attributes Matter

Photo by Kaleidico on Unsplash

The Army Leader Attributes form the foundation for everything leaders do. They support the Army Leadership Model’s core competencies:

• Leads – influencing and guiding others
• Develops – building people and organizations
• Achieves – accomplishing the mission

Attributes are developed over time through experience, reflection, feedback, and intentional growth.
They enable leaders to build trust, guide teams through uncertainty, and achieve results without sacrificing character.

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Final Thought

Leadership isn’t built on charisma alone. It’s built on character, presence, and intellect—qualities that show up every day, especially when things are difficult.

The Army Leader Attributes offer a clear, time-tested framework for anyone who wants to lead with integrity, confidence, and competence.

If you want to grow as a leader, don’t start with tactics.
Start with who you are.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Army Leader Attributes are outlined in U.S. Army doctrine, including FM 6-22, Army Leadership and the Profession, which defines the Army Leadership Requirements Model and the attributes of Character, Presence, and Intellect.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.