| Course | DNP 713 Analysis of Organizational Cultures in Healthcare |
|---|---|
| Module | Module 2 |
| Paper type | Discussion board post and replies |
| Length | About 426 words, 4 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | Doctor of Nursing Practice |
| Updated | October 2026 |
Free sample paper for DNP 713 Module 2
Values on the Wall, Meanings in the Hall: An Opening Post on What Organizational Culture Is
Student Name
Edson College of Nursing and Health Innovation, Arizona State University
DNP 713: Analysis of Organizational Cultures in Healthcare
Instructor Name
Month Day, Year
Values on the Wall, Meanings in the Hall: An Opening Post on What Organizational Culture Is
Initial Post
Culture, in Schein's account, is the residue of a group's problem solving (Schein & Schein, 2017): assumptions that have worked well enough that the group hands them on to newcomers as the right way to see, think about and feel about its work. Their model has three levels: visible artifacts, espoused beliefs and values, and taken-for-granted assumptions. The model's appeal for leaders is that it suggests a sequence: find the assumptions under the artifacts, and you understand the culture.
Alvesson (2013) is more cautious. He treats culture as shared meanings and symbols that people use to make sense of their work, and he warns that cultures in organizations are often fragmented, with different groups reading the same symbol differently. For him, culture is less a hidden layer to be uncovered than a set of interpretations to be explored.
My photo diary showed why this distinction matters. The "days since last fall" counter on our unit seems, in Schein's terms, to express a value of safety. When I asked two nurses about it, one said it made her proud; the other said it made her afraid to report a fall that happened without injury. The same artifact carried opposite meanings. A leader using only the values level would conclude that the unit values safety. A leader using Alvesson's lens would see a split between day and night staff and a risk to reporting.
For nursing leaders, I think the practical lesson is to treat stated values as a starting point and to ask people what things mean before acting. Question for the group: is one model more useful for leaders trying to change culture, or do they answer different questions?
Reply to a Classmate (Critical Care Nurse Practitioner)
You wrote that Schein's model is the most useful because it gives leaders a place to start. I agree, but I would add that Schein himself warns that assumptions are hard to see from inside the group. Did you find that staff on your unit could name the assumptions behind your artifacts, or did you need an outsider's eye?
Reply to a Classmate (Quality Director)
You argued that leaders can manage culture by setting values and rewarding them. Gagliardi (1986) suggests something different: values become part of a culture only after people experience them succeeding over time, so leaders can propose values but cannot install them. How would you test whether your hospital's new values have taken hold, beyond the survey?
References
Alvesson, M. (2013). Understanding organizational culture (2nd ed.). Sage.
Gagliardi, P. (1986). The creation and change of organizational cultures: A conceptual framework. Organization Studies, 7(2), 117-134. https://doi.org/10.1177/017084068600700203
Schein, E. H., & Schein, P. (2017). Organizational culture and leadership (5th ed.). Wiley.
Reading the DNP 713 Module 2 assignment instructions
The posted syllabus grades two written discussion boards at 20 points each. The first sits in Weeks 1 to 3 of Module 1, Understanding Culture, alongside the photo diary; the second, a creative post, comes in Weeks 8 to 9. Students participate in written scholarly dialogue in their group to build knowledge of organizational culture theories, with prompts provided for each topic. Expect to post an initial response that uses the required texts and then reply to classmates with substance. Schein and Alvesson are both required readings, and the course draws on Hatch and Gagliardi soon after, so engage those authors directly. Confirm deadlines for the initial post and replies in Canvas. The course readings are long, so read the assigned chapters before drafting rather than relying on summaries of the main theorists.
How this DNP 713 Module 2 example is built
The post opens with a precise definition from the course's main text and summarizes its three levels. A second paragraph sets out a contrasting view from another required text. The third uses an artifact from the writer's own photo diary to show that the two views lead to different conclusions, which turns theory into evidence. The fourth draws a practical lesson and asks the group a real question. Each reply engages a specific classmate's claim, adds a source or a new angle, and ends with a question that invites further dialogue rather than closing it. The post's example comes from the writer's own photo diary, which links two Module 1 assignments and shows faculty that the course builds on itself.
Reading the DNP 713 Module 2 grading rubric
Discussion boards are generally graded on accurate use of course theories and sources, application to practice, critical thinking, substantive replies that advance the dialogue, scholarly writing and timeliness. Faculty look for posts that compare theories rather than summarize one. Using the student's own organization as evidence shows application. Replies that question or extend a classmate's argument earn more credit than agreement alone. Precise definitions with citations show careful reading. Short, well-organized paragraphs are easier for classmates to answer. Keep each reply focused on one point. Posts that connect a theory to a decision a nurse leader actually makes, such as whether to remove a sign, show the practical judgment faculty want.
DNP 713 Module 2 help: mistakes that cost marks
First posts often summarize Schein's three levels and stop. Compare at least two views and show which explains your organization better. Another weakness is replies that only agree. Add a source, an example or a question. Use your photo diary for examples. Avoid naming colleagues or patients. If you would like help with your culture theories discussion post, send the faculty prompt to the desk. Read classmates' posts before writing replies, and choose ones you can genuinely build on. Watch the length limit for initial posts if Canvas sets one. Save a sentence or two of your initial post for a question to the group; it gives classmates an easy way to respond.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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DNP 713 Module 2 questions, answered
Where can I find a free DNP 713 Module 2 sample paper?
The culture theories discussion above is complete: an initial post comparing Schein and Alvesson with an example from practice, and two substantive replies.
How many discussion boards are in DNP 713?
The syllabus lists two written discussion boards, each worth 20 points.
How does Schein define organizational culture?
As a group's shared learning: assumptions that worked well enough to be passed on to newcomers as the right way to see and respond.
How does Alvesson view organizational culture?
As shared meanings and symbols people use to make sense of work, often fragmented across groups.
What texts are required in DNP 713?
The syllabus lists Schein, Alvesson, Hatch, a quantum leadership text and the APA manual.