| Course | DNP 713 Analysis of Organizational Cultures in Healthcare |
|---|---|
| Module | Module 4 |
| Paper type | Mind map with written narrative |
| Length | About 476 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 4
Three Maps of the Same Territory: Schein, Hatch and Gagliardi on Culture and Change
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
Three Maps of the Same Territory: Schein, Hatch and Gagliardi on Culture and Change
Central Node
How do Schein, Hatch and Gagliardi help a nurse leader who wants to change a unit's culture?
Branch 1: Schein
Core concepts: three levels, artifacts, espoused beliefs and values, basic underlying assumptions; culture as a group's learned solutions to external adaptation and internal integration (Schein & Schein, 2017).
View of change: leaders create culture at founding and must later diagnose and manage it; change requires unfreezing assumptions, often through disconfirming data and psychological safety.
Advantages: clear levels give leaders a diagnostic sequence; emphasis on leadership roles.
Limitations: implies culture is unified; assumptions are hard to access; can suggest culture is more manageable than it is.
Branch 2: Hatch
Core concepts: adds symbols to Schein's model and describes four processes that link assumptions, values, artifacts and symbols: manifestation, realization, symbolization and interpretation (Hatch, 1993).
View of change: culture is continually produced and reproduced through these processes, so change occurs as artifacts are given new meanings and meanings feed back into assumptions.
Advantages: explains how the same artifact can mean different things; treats culture as dynamic.
Limitations: abstract and harder to turn into a leadership plan; gives less guidance on sequence.
Branch 3: Gagliardi
Core concepts: culture develops when a leader's beliefs guide action, the action succeeds, and shared success turns beliefs into values and eventually into taken-for-granted assumptions; the culture's primary strategy is to protect its identity (Gagliardi, 1986).
View of change: distinguishes apparent change, in which new behaviors fit old values; revolutionary change, which replaces identity, often with new people; and incremental change, which broadens values while keeping identity.
Advantages: explains why many change efforts are absorbed without real change; offers incremental change as a realistic path.
Limitations: centers founders and leaders; less about subcultures; older and less tested in health care.
Branch 4: Cross-Links
Commonality: all three treat assumptions as the deepest and most stable layer.
Difference: Schein emphasizes structure, Hatch process and Gagliardi history and identity.
Link: Hatch's realization process, in which artifacts can reinforce or alter values, helps explain how Gagliardi's incremental change happens in practice.
Link: Schein's need for psychological safety during unfreezing matches Gagliardi's point that cultures resist threats to identity.
What the Map Means for My Unit
Our unit wants to strengthen reporting of near misses. Schein tells me to surface the assumption underneath, perhaps that reporting leads to blame. Hatch tells me to watch how artifacts such as the falls counter are interpreted. Gagliardi warns me that a new reporting policy may become apparent change unless reporting is linked to the unit's identity as a safe, caring team, and that change will likely be incremental.
Software Notes
I built the map in MindManager with the central question at the center, theory branches color coded, and cross-links shown as dashed relationship lines with labels.
References
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
Hatch, M. J. (1993). The dynamics of organizational culture. Academy of Management Review, 18(4), 657-693. https://doi.org/10.5465/amr.1993.9402210154
Schein, E. H., & Schein, P. (2017). Organizational culture and leadership (5th ed.). Wiley.
What the DNP 713 Module 4 instructions ask for
The posted syllabus grades two mind maps at 60 points each, built in MindManager, which students can buy at an academic discount. The first falls in Weeks 6 to 7, on key concepts, characteristics, facilitators, mediators, moderators and theoretical roots of organizational culture. It asks you to analyze the theories of Schein, Hatch and Gagliardi to determine their commonalities, differences, advantages and limitations for leaders engaged in change. Expect to read the original sources, not only summaries, and to show relationships among the theories visually. Check Canvas for whether a written narrative must accompany the map. Hatch's and Gagliardi's original articles are available through the ASU library and are worth reading in full before you start mapping.
Inside the DNP 713 Module 4 example
The map, written out as an outline, has a central question and one branch per theory with the same four sub-branches: core concepts, view of change, advantages and limitations. This parallel structure makes comparison easy. A fourth branch holds cross-links, naming commonalities, differences and specific connections between theories, which is where analysis happens. A short application section shows what the comparison means for a real change on the writer's unit. Software notes describe how the visual map was organized. Each theory is cited to its original source. The application section shows the comparison has a use: each theory gives the writer a different instruction for the same reporting problem on her unit.
Where the marks sit in the DNP 713 Module 4 rubric
Theory mind maps are usually graded on accurate representation of each theory, clear comparison of commonalities and differences, thoughtful analysis of advantages and limitations for leaders engaged in change, use of original sources, visual organization and clarity, and application. Faculty look for maps that link theories to each other rather than presenting three separate trees. Labeled cross-links show synthesis. Applying the comparison to a real change shows relevance. A consistent structure under each theory makes the map readable. Too much text in nodes reduces clarity, so keep nodes brief and use notes for detail. Maps that explain where a theory falls short for nursing leaders, and why, earn more credit than maps that list only advantages.
DNP 713 Module 4 help from the desk
The usual trouble is three separate summaries joined only by the central node. Add a branch for cross-links and label each link with the relationship. Another is relying on secondary summaries; read Hatch's and Gagliardi's original articles. Use the same sub-branches for each theory. Keep node text short. For help with your culture theories mind map, send the prompt and your notes on the three theories to the desk. Export the map in a format your instructor can open, and check that labels are readable at normal zoom. Sketch the map on paper first, then build it in MindManager once the branches and links are settled.
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 4 questions, answered
Where can I find a free DNP 713 Module 4 sample paper?
The culture theories mind map above is complete: Schein, Hatch and Gagliardi compared branch by branch, with cross-links and application to a unit change.
How many points is the DNP 713 culture theories mind map?
Each of the two mind maps is worth 60 points.
What software does DNP 713 use for mind maps?
The syllabus requires MindManager, available to ASU nursing students at a discount.
What does Hatch add to Schein's model of culture?
Symbols, and four processes, manifestation, realization, symbolization and interpretation, that link the elements of culture dynamically.
What kinds of culture change does Gagliardi describe?
Apparent change, revolutionary change and incremental change.