Artifacts are the apparent elements within an organization. Artifacts are manifested within the US Military organization in dress code, how people address each other within the organization, the smell and feel of the place, and its emotional intensity (Schein, 2010) . The US Military organization artifact represents a flaw in its manifestation. For instance, Republican State senator Joni Ernst reported that she was sexually harassed in the military while she was 20 years of military service ( (Newton-Small, 2014) ). After culture change, a deeper assumption of cultural layers will be taken into account to avoid further the trap of reaching a consensus at the values and artifacts level and while remaining within the conflict at the level of underlying assumptions. These will help avoid compatibility problems that are often raised after a deal has been consummated, leading to cultural indigestion. Therefore, artifacts are symbols of organizational culture and the underlying assumptions, norms, and values of an organization.
Using leader intervention, defining the desired values and behaviors to help people within the organization understand them is the first step to cultural change. The leader should also ensure that the organization's mission, vision, and values align with the US military Organization's human resource process. The process includes hiring or recruiting military personnel, managing their performance, and promoting their talents. The leader will need to connect the new culture with accountability. For the change in culture to be healthy, the leaders should put the change into their priority (Groysberg et al., 2018) . Besides, the leaders also need to look at their current culture and identify the aspects that need to be retained. That is very important, especially during mergers and acquisitions, whereby the organization's leaders are considering blending working together. Lastly, the leaders should not rush the process of culture change. It can take several months or some years while the leaders make sure that there is a clear rationale for why the organization needs the change.
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References
GROYSBERG, B., PRICE, J., CHENG, J., & LEE, E. (2018). The leader’s guide to corporate culture. Harvard Business Review 96.1 , 96 (1), 44-52. Retrieved 10 February 2021, from https://egn.com/dk/wp-content/uploads/sites/3/2020/01/HBR-The-Leaders-guide-to-Corporate-Culture.pdf.
Newton-Small, J. (2014). Ernst, a Combat Vet, Says Sexual Assault cases Should Be Taken Outside Chain of Command . Time. Retrieved 10 February 2021, from https://time.com/3119176/ernst-says-she-was-sexually-harassed-in-the-military/.
Schein, E. (2010). Organizational Culture and Leadership (4th ed., pp. 23-32). Wiley.
