Alvesson (2002) uses the concept of culture as a lens through which to view an
organisation. He believes that a cultural focus offers a creative way of understanding
modern organisations. Whilst the author generally regards shared meanings as critical
for coordinated action and interaction, he contends that a study of culture can be a
powerful tool in counteracting commonly held beliefs and values that limit personal
autonomy and slow the progress of change within organisations. In the study on
structures and cultures in Australian registered training organisations undertaken as
part of Supporting VET providers in building capability, work teams were asked to
describe their own cultures and that of their organisation. This paper highlights the
cultural complexity that can be found in the VET workforce, complexity which can
and does make cultural change a complicated and somewhat problematic process,
particularly in large providers of vocational education and training.