Organizational culture is a system of shared values, beliefs, attitudes, and practices that shape the behavior of individuals and groups within an organization. It is a critical aspect of organizational success and can significantly impact employee motivation, job satisfaction, and performance. However, changing organizational culture is not an easy task, and it requires a significant amount of effort and time. In this article, we will explore which level of organizational culture is the hardest to change and why.

Organizational culture can be divided into three levels, including the visible level, the espoused values level, and the underlying assumptions level. The visible level is the most apparent level, and it includes the observable artifacts, such as dress code, symbols, and physical layout. The espoused values level is where the organization's values, beliefs, and norms are communicated explicitly, such as through mission statements, slogans, and policies. The underlying assumptions level is the deepest level, and it includes the unconscious, taken-for-granted beliefs, and values that shape behavior and decision-making.

Of the three levels, the underlying assumptions level is the hardest to change. This is because these assumptions are deeply ingrained in the organization's culture and are often taken for granted. They are the unwritten rules that guide behavior and decision-making and are often so deeply embedded that they are invisible to the organization's members. These assumptions are often rooted in the organization's history, experiences, and traditions, and they can be difficult to change because they are so deeply entrenched.

Furthermore, underlying assumptions are often resistant to change because they are not easily observable, and they are often difficult to articulate. Unlike the visible level, which can be changed relatively easily, or the espoused values level, which can be influenced through communication and training, the underlying assumptions level requires a more significant effort to change. It requires a shift in the organization's culture, which can take years to achieve.

Another reason why the underlying assumptions level is the hardest to change is that it often involves challenging the organization's core beliefs and values. These beliefs and values have been developed and reinforced over time, and they are often deeply ingrained in the organization's identity. Therefore, changing these assumptions requires a fundamental shift in the organization's identity, which can be a difficult and painful process.

Furthermore, changing underlying assumptions requires a significant amount of effort and resources. It requires a deep understanding of the organization's culture and the underlying assumptions that drive behavior and decision-making. It also requires a willingness to challenge these assumptions and to develop new ones that align with the organization's goals and objectives. This process can be time-consuming, complex, and difficult, and it requires a significant amount of support from leadership and employees.

For example, let's consider an organization that has a deeply ingrained culture of working long hours. This culture is driven by the underlying assumption that working long hours is necessary for success and that those who work the longest are the most dedicated and committed. This assumption is so deeply ingrained that it is taken for granted, and it is often reinforced by the organization's leadership and policies.

To change this culture, the organization would need to challenge the underlying assumption and develop a new one that prioritizes work-life balance and recognizes the importance of rest and relaxation. This would require a significant effort to shift the organization's culture and values, and it would require a significant amount of support from leadership and employees.

The underlying assumptions level of organizational culture is the hardest to change. This is because these assumptions are deeply ingrained in the organization's culture and are often taken for granted. They are the unwritten rules that guide behavior and decision-making and are often so deeply embedded that they are invisible to the organization's members. Changing these assumptions requires a significant effort to shift the organization's culture and values, and it requires a willingness to challenge core beliefs and values. Therefore, changing underlying assumptions is a complex and challenging process that requires a significant amount of support from leadership and employees.