D‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍irections: Write a 3-4 page paper APA Format (double-spaced

D‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍irections: Write a 3-4 page paper APA Format (double-spaced-about 750-1,000 words), addressing the following considerations. Think of three successful organizations (in emergency management) that appear to have a similar purpose and/or are in the same industry. Describe the ways in which each organization’s values dominate its organization’s “culture” and contribute to its success. Now, consider a situation where those three organizations may need to join efforts for a common purpose (i.e. a natural disaster, a security concern, etc.). While you only need to explain that situation in a sentence or two, spend more effort in considering those elements of the organizations’ culture that will both facilitate and hinder collaborative efforts and how you, as a leader, will navigate this environment? Definition of culture for this assignment: Culture can be thought of as norms, values, behavior patterns, rituals, and traditions within organizations and implies some type of structural stability or patterns. It can also be thought of as an accumulation of shared learning and knowledge over time. It impacts the way the organization performs. It shapes the way the organization accomplishes tasks,‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ the way it plans, and the way it executes. Culture can be viewed as having different levels – some more visible than others. The visible can be thought of as the artifacts within culture. What a person sees, hears, feels, is visible. The language, technology, products, the style, clothing, manners of dress, stories, myths these are all artifacts of culture. Just below the surface, you have espoused values –those values and beliefs that the organization says is important to its members and its actions. The deepest level includes basic underlying assumptions. These basic underlying assumptions kind of evolve over time as problems are solved. For example, maybe a problem is met repeatedly, or a solution works repeatedly over time, and so that hypothesis kind of becomes reality for those in the organization. So, to break that underlying assumption that’s deeply rooted within an organization, the problem must be resurrected truly as an issue that can’t be met using the current operating procedures or current assumptions. It is reexamined, and the frame around the problem, the way of viewing the problem, which had been carried over time, is broken, and a new basic underlying assumption replaces it‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍.