| Summary: | M.Comm. === The purpose of this study was to investigate whether storytelling can be used as a strategy to uncover organisational culture. This investigation was prompted by a debate between scholars on whether a quantitative or qualitative approach should be adopted to assess culture. Based on Schein’s (2009) perspective on culture assessment a qualitative approach was adopted. Schein suggests that culture is unique and therefore cannot be assessed using a survey as surveys have predefined constructs that may not uncover certain critical cultural elements. The research methodology was informed by the interpretivisim paradigm. Conducted in a Consulting Firm semi-structured interviews were conducted with six senior members in order to gather their stories. For the data analysis and interpretation, thematic analysis was the chosen technique. Here themes were first extracted according to common stories, archetypes and behaviours identified. These were then interpreted for shared underlying assumptions which were uncovered when common behaviours observed could not be explained by espoused values or other artifacts. The interpretation of results uncovered six core underlying assumptions and five secondary underlying assumptions. The core underlying assumptions operate at the deepest level of the organisations unconscious and are “Sales Orientated,” “Dominance,” “Client First,” “Innovation,” “Adaptability and Nimbleness,” and “Individualism.” Secondary underlying assumptions are enablers of the core underlying assumptions and are “Work Centricity,” “Role Variety,” “Opinion Based Reward,” “Technology Consulting Identity” and “Global versus Local Skill.” The outcomes of the interpretation revealed patterns of underlying assumptions that drive organisational behaviour. To conclude, this study has managed to reveal important elements of the Consulting Firms culture and therefore is in support of a qualitative approach to assess culture. There are limitations of the study; most noticeably the limited number of participant’s interviewed. It is therefore recommended that future culture assessments consider storytelling as a strategy to uncover culture but that an increased number of participants are utilised.
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