Lego

Describe the organizational culture at UK Lego (LEGO Media Int’l). What is the evidence that it, too, believed in equifinality? When you compare it to the corporate LEGO identity, would you say that this (UK Lego culture) is an example of Corporate (Danish) Lego’s cultural dominance? Cultural avoidance? Cultural accommodation? Cultural synergy? Explain why/why it doesn’t represent each of these forms of c/c conflict resolution.

The corporate culture at LEGO UK can be described as contemporary and forward thinking, while still basing its innovations on the fundamental characteristics of creativity and quality, which are essential to the LEGO brand. It is evident that LEGO UK believed in equifinality as it understood that there was more than one approach to creating products, based on the contingency that said products represented the three types of quality which lay the foundation of the LEGO brand: technical quality, consumer quality, and development quality.

LEGO UK understood that “kids are getting older younger” (Holden, 2002, p. 133), and as a result created educational software. This innovative technology was still based on the “child-centered glue of the company” (Holden, 2002, p. 134); for example, “as well as software designers and engineers, the task force also has child psychologists, whose task is to involve children.” This is an example of equifinality because LEGO UK demonstrated that there is more than one way to achieve the company mission besides the traditional avenues, which is to create top-quality, child-centered products.

In relation to Danish LEGO, LEGO UK demonstrated a synergistic culture, as the two divisions created an ideal outcome in which both parties “won”. The products that resulted from LEGO UK were mutually acceptable between both parties as they were designed to uphold the LEGO mission of creating products that are rich in quality and creativity. LEGO UK’s contemporary products were rooted in “decades of consistent...