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As Kurtz notes, “Past research suggests that organizational culture is a primary and often overlooked key to understanding the organizational Organizational culture influences all decisions made within organizations; nothing in the concept, construct, design, or implementation of a competency-based program would seem to exclude it from this effect. As demonstrated in the model, these cultural influences are seen as internal organization constructs, that is, the shared values, as well as the distinct subculture values that develop in all organizations. In addition to the intraorganizational cultural forces that influence the development and implementation of an organization’s vision (and competency-based training program), there are numerous extraorganizational influences that have their own unique and frequently even more powerful impact on the implementation of these organizational vision points.

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Management of the previously mentioned contradiction between Schein’s (1991) view of culture and the need for an organization’s culture to be adaptable is the intent of the CIM (see Figure 1). Change agents, such as HRD professionals involved in the creation, design, implementation, and/or study of a competency-based training program, require a mechanism to deal with an organization’s culture. The CIM is proposed as a tool to observe the various interactions with an organization’s culture and eventually as a mechanism to assist in the design of effective interventions to assist in the incorporation of a competency-based training program. For a competency-based program to be effective, there must be a schema shift on the part of the change agent about the organization culture.

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“Organizational culture is a popular but elusive concept” (Silvester, Anderson, & Patterson, 1997), as well as a complex and divisive academic issue, and one that practitioners still struggle with. Any study, model, or research agenda that purports to describe, use, or devise a mechanism for the incorporation of organizational culture must first establish the boundaries within which the discussion will take place, because even the very nature of organizational culture is still debated. The major perspective of organizational culture, on which this article and the derived model is based, can perhaps be best described as understanding (or “hearing,” as will be described later in this article) a culture within a particular organization as an organizational fugue. To explain this viewpoint, organizational culture’s contrapuntal points are delineated into four distinct venues. The first of these venues is philosophical in nature, and the next two reflect the operational and experientially based views of the authors with regard to the place organizational culture has within the accomplishment of an organization’s mission.

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