The term cultural web comes from Johnson, Gerry, (1987), Strategic Change and the Management Process, Oxford: Blackwell. The web identifies the interrelated elements that help to make up what Johnson and Scholes call the ""paradigm"" - the pattern or model - of the work environment. By analyzing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn't working, and what needs to be changed. These elements are overlapping and collectively influence the cultural paradigm. The elements are:

• Stories - The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior.
• Rituals and Routines - The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management.
• Symbols - The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes.
• Organizational Structure - This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.
• Control Systems - The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.)
• Power Structures - The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction.
• Communications -- Informal network and grapevine (not included as a separate element in later models).
• Incentives -- Financial, career, interesting work, etc. (not included as a separate element in later models).