Case Study Answers

Name: M. Umer Khan

Roll No: BS(ADP)-IAS-42-R-F21

Case Questions

1. Explain the culture of corruption in the NSW Police through the lens of artefacts, espoused values and
basic assumptions.

2. Cultural change, according to Schein (2010), occurs by cognitive redefinition. This involves 1. a
semantic change in old concepts, 2. a change in standard and 3. the introduction of new concepts and
meanings.

Using these ideas, explain how NSW attempted to change the culture of corruption.

1) Explaining the culture of corruption in the NSW Police through the lens of artefacts, espoused
values, and basic assumptions:

According to Schein's (2010) organizational culture framework, culture consists of three levels: artefacts,
espoused values, and basic assumptions. Artefacts refer to visible aspects of culture, such as behavior,
language, and symbols. Espoused values are the beliefs, attitudes, and goals that an organization
publicly advocates. Basic assumptions are the deeply ingrained beliefs and attitudes that individuals
within the organization take for granted.

The culture of corruption in the NSW Police was deeply embedded and affected all three levels of
Schein's framework. Artefacts included corrupt practices such as bribery, collusion with criminals, and
falsifying evidence. These practices were carried out in secrecy, and language was used to obscure their
meaning, such as using euphemisms like "dry cleaning" to refer to the removal of fingerprints from
crime scenes.

Espoused values in the NSW Police included a belief in loyalty to fellow officers, which often translated
into turning a blind eye to corruption. There was also a strong emphasis on hierarchy and seniority,
which meant that junior officers were often pressured into participating in corrupt activities by their
superiors.

At the basic assumption level, the culture of corruption was characterized by a belief that corruption
was necessary to get the job done, and that it was an inevitable part of police work. This assumption
was reinforced by the fact that corruption had been tolerated and even encouraged by senior officers
for decades.
2) Explaining how NSW attempted to change the culture of corruption using Schein's ideas:

According to Schein (2010), cultural change occurs through cognitive redefinition, which involves
changing the way individuals think about and perceive the world. This can be achieved through three
mechanisms: semantic change, changing standards, and introducing new concepts and meanings.

NSW attempted to change the culture of corruption by introducing new concepts and meanings. They
did this by implementing a reform program that aimed to create a more democratic work environment
and culture. This involved introducing new forms of organizing, such as flatter structures, teamwork, and
empowerment strategies, which were designed to give officers a greater voice and encourage them to
speak out against corruption.

NSW also attempted to change standards by introducing new codes of conduct and ethics that explicitly
prohibited corrupt practices. This was intended to shift the focus from loyalty to fellow officers to loyalty
to the broader community, and to encourage officers to act with integrity and transparency.

Finally, NSW attempted to achieve semantic change by introducing new language and symbols that
promoted a culture of accountability and transparency. For example, they introduced new terms like
"whistleblower" to refer to officers who report corruption, and they implemented new systems for
reporting and investigating misconduct.

Overall, NSW's attempt to change the culture of corruption was a long and difficult process that involved
significant changes to the way the organization was structured and managed. However, by introducing
new concepts, standards, and language, they were able to begin the process of cognitive redefinition
and promote a culture of integrity and accountability within the NSW Police.