OCS Critical Incident Report

Christian Danner

3/20/2023

Introduction
This critical incident report of MRI Software explores two incidents. The first incident will look
at the culture of MRI Software and assess the positives that that culture brings. The second
incident will look our how the culture creates unnecessary differences in the work place and how
those traditions can be avoided in the future.

Critical Incident 1

Internship Incident Description

MRI Software showed signs of cultural pragmatism by creating a shared identity among
organization members, because “by developing a strong culture, members are more likely to
share a single vision of the organization and its overall beliefs and values.” (Mumby & Kuhn, p.
124) The company has stated that they will be willing to help anyone with their career
development both inside and outside of the company. The incident occurred during the summer
of 2022. I was looking for an internship, however I needed to maintain my full-time job with this
company to keep my health insurance. My manager and department worked with me to not only
keep me employed but do so while maintaining my full-time status. I was able to adjust my hour
at this company and work the internship as well. Since they worked with me on doing this, I was
more committed to the company after the internship had concluded.

Communication Analysis

MRI Software consistently states that they are willing to help you achieve your personal goals.
During this incident they followed through on something they truly value about their culture.
Members like me are more devoted to the company because of incidents like this. They are
flexible and willing to cater to your desires which ultimately reenforces your desire to work for
them. More and more stories like mine help to create the strong culture mentioned in the incident
description, and thus improve company loyalty and acceptance of the company’s beliefs and
values. “Culture is defined as a tool that provides managers with a way to shape the
organizational reality that employees experience.” (Mumby & Kuhn, p. 125) My managers used
the culture of the company to provide a positive organizational reality.

Lessons

1. The first lesson I learned was that MRI Software is dedicated to creating a strong
functional culture. “A strong, functional culture strengthens employee identification with
their organization.” (Mumby & Kuhn, p. 124) In the future I will advise others to reach
out to their management if they have career opportunities internal or external. MRI
Software stays true to its commitment to help its employees along their careers.

2. The second lesson I learned was that finding an organization that had this type of
commitment to its culture, moreover their desire to help their employees, is rare. I have
worked tens of jobs with tens of companies in my life and MRI Software is the only one
that has attempted to assist me in a way that helped me maintain my job status and
 explore other options. I would that if anyone where to find a job like this to keep it for as
long as you can. This also clearly shows that the commitment to the culture works to
build employee commitment to the organization as well.

Critical Incident 2

Sales vs Everyone Incident Description

Differences are a major aspect of an organization. “Difference is a social construction ‘that has
been used to classify human beings into separate value-based categories.” (Mumby & Kuhn, p.
228) The differences to which I’m referring in this incident are those between drinkers and
nondrinkers. MRI Software holds an office happy hour every day at 4:00pm. They bring out kegs
and everyone in the office drinks and socializes. My stepfather, however, does not drink. This
makes him feel excluded and out of place at times. In an attempt to create an inclusive culture
that encourages employees to get to know one another they accidentally created a culture that
excludes others.

Communication Analysis

In this case MRI Software created an in and an out group. The in group are those that can drink
and want to socialize with others at work. The out group is everyone else. Moreover, those that
cannot drink but want to be involved are placed into a situation where they cannot be included at
the detriment of themselves. “Difference is connected to power; that is, those in power construct
differences that create systems of enfranchisement and disenfranchisement. In this sense,
differences are not benign or neutral in their effects.” (Mumby & Kuhn, p. 228) Those in
leadership created a group of disenfranchisement when they created this happy hour.

Lessons

1. The first lesson is that not everyone has the same privileges in their invisible knapsack.
We are all coming from different places. When we create policies, we have to ask
ourselves who might be left out. I would advise those that want to create culture and
traditions like this in the future to ask themselves this question.

2. The second lesson I learned is that passing only works for so long. Those that cannot
drink in this situation will only be able to hide that fact for so long. This is true across the
board: sexual identity, sexual orientation, race, and habits all come out eventually in a
culture that bases socialization around these things. I would recommend that those that
are disenfranchised because of these differences speak out and take a seat at the table.
This will prevent others from feeling as they did.

Conclusion
The culture and relating traditions of MRI Software have both positive and negative aspects. The
aspects that that allow for career growth and flexibility aid the company, however those that
create pockets of social outcasts need to change. MRI Software needs to create a more inclusive
environment while maintaining the drive to push its employee to being the best they can be.