Read the below 2 paragraphs and summarize them with your own words? This gives us another way of thinking about the decisions involved in choosing formal elements of organizational design, like incentive systems and formal structures, as well as explicit statements of strategic intent. These formal elements are often the most visible symbols of what the organization "really means." They must therefore be carefully chosen with an eye toward whether they are consistent with the desired or established basic assumptions of the culture. The fact that strong cultures are typically \"built in\" to the other elements of organization design suggests a downside of having a strong culture. In cases where the organizational culture is reinforced by such things as incentive plans, formal structure and resource allocation patterns, change can be difficult, because change in one element of the organization has implications for other parts. Strong culture organizations in particular have greater difficulty changing their basic assumptions about the world around them, even when the world has changed. One important consequence of this is that strong culture firms have difficulty adjusting to periods of fundamental change in the structure and dynamics of their environments, to the extent that the performance benefits of strong cultures disappear in volatile environments (Sorensen 2002)