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Cultural Iceberg Model

Kurt Lewin’s Iceberg Model of Culture is a useful framework for understanding and managing organizational culture. It helps managers and leaders recognize that culture is not just what is visible on the surface but also consists of deeper, underlying elements.

Visible Culture (Above the Waterline):

  • Artifacts and Behaviors: This is the observable part of culture, including what employees do, how they dress, the physical workspace, rituals, and symbols.
  • Management Applications: Managers can observe and influence visible culture by leading by example and encouraging desired behaviors within their teams. They can also use symbols and rituals to reinforce specific aspects of the culture.

Declared Values (Just Below the Waterline):

  • Beliefs and Attitudes: These are the values and beliefs that an organization formally communicates and claims to uphold. They are often found in mission statements, corporate values, and official policies.
  • Management Applications: Managers can align their leadership style and decision-making with these stated values and emphasize their importance to employees. They can also ensure that organizational policies and practices reflect these values. 

Underlying Assumptions (Deep Below the Waterline):

  • Unconscious Beliefs: These are the deepest, often unconscious, beliefs and values that guide behavior within an organization. They are not explicitly stated but are deeply ingrained and shape how people think and act.
  • Management Applications: Although it is challenging to directly influence underlying assumptions, managers can shape them indirectly through leadership actions. Encouraging open dialogue, challenging outdated assumptions, and fostering an environment that supports positive and adaptable mindsets are key strategies. 

How Leaders Can Use Lewin’s Iceberg Model

  1. Assessment: Start by identifying the current culture in your team or organization. Recognize visible artifacts, declared values, and try to uncover underlying assumptions. This can be done through surveys, interviews, or informal conversations with team members.
  2. Alignment: Ensure that your leadership style, decisions, and behaviors align with the stated values and desired organizational culture. Lead by example and consistently reinforce the values and behaviors you wish to promote.
  3. Communication: Clearly communicate the organization’s values and mission to your team. Explain why these values matter and how they guide decision-making. Encourage employees to align their work with these principles.
  4. Lead by Example: Demonstrate the desired culture through your own actions and decisions. Be a role model for the behaviors and values you want to see in your team.
  5. Feedback and Adaptation: Continuously seek feedback from your team and stakeholders regarding the culture. Are the desired changes happening? Are there areas that need adjustment? Be willing to adapt your leadership approaches based on this feedback.
  6. Cultural Change Initiatives: If necessary, initiate cultural change efforts that address both visible artifacts and underlying assumptions. Engage team members in these initiatives to gain their involvement and commitment.

By leveraging Lewin’s Iceberg Model, managers can gain a deeper understanding of organizational culture and effectively lead cultural change efforts. This model reminds leaders that culture goes beyond surface behaviors and requires attention to the values and assumptions that shape those behaviors.

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