The ASA model—short for Attraction, Selection, Attrition—is a foundational concept in organizational behavior that explains how company cultures form and solidify over time. Proposed by Benjamin Schneider in the 1980s (see reference at the end of this blog post), this model helps understand why organizations often become culturally homogeneous and how their internal dynamics influence everything from employee fit to long-term performance.
This post breaks down the components of the ASA model, examines its implications for organizational culture and human resources, and suggests actionable strategies for project managers to manage its effects.
The ASA Model Explained
1. Attraction
Core Idea: People are attracted to organizations that reflect their own values, personalities, and goals.
Mechanism: Candidates self-select into application pools based on their perception of an organization's identity. For example, an individual who values hierarchy and structure may gravitate toward a traditional corporation like a large global pharma company, while someone who thrives in ambiguity may be drawn to startups and small biotech firms.
Key Influencers:
Employer branding
Mission statements
Social media presence
Word of mouth (e.g., Glassdoor, LinkedIn, friend/colleague reviews)
Implication: Even before selection, organizations are already filtering their talent pool through the messages they send, intentionally or unintentionally.
2. Selection
Core Idea: Organizations choose employees who they believe fit best with the culture and job demands.
Mechanism: HR practices (e.g., structured interviews, personality assessments, values-based questions) are designed to identify "fit"—not just in skills but also in attitudes, work style, and cultural alignment.
Implication: Hiring decisions reinforce existing organizational norms. Over time, this leads to cultural amplification, where each new hire strengthens the dominant values.
Hidden Risk: Over-reliance on cultural fit in hiring can reduce cognitive diversity and innovation, especially if "fit" becomes synonymous with sameness. This is especially a risk if hiring managers select for similarity to themselves (ex. same school, same race/ethnicity, similar age, etc.)
3. Attrition
Core Idea: Employees who do not fit the culture will tend to leave—either voluntarily or through termination.
Mechanism: Poor fit can lead to dissatisfaction, lack of engagement, underperformance, or interpersonal friction. Eventually, either the employee chooses to exit or the organization facilitates their departure.
Implication: The attrition stage acts as a corrective filter. It ensures that only those who align with the organizational environment remain, further entrenching the prevailing culture.
Strategic Angle: Monitoring reasons for attrition (via exit interviews, surveys) can serve as a feedback loop to assess how inclusive or adaptable the organizational culture truly is.
System Dynamics of ASA
ASA is not a linear model but a feedback loop:
Attraction determines who applies.
Selection determines who gets in.
Attrition determines who stays.
As this cycle repeats, the organization becomes increasingly homogeneous. The resulting culture affects future attraction, which makes the system self-reinforcing.
Strengths and Risks of ASA
| Strengths | Risks |
|---|---|
| Strong cultural cohesion | Risk of groupthink and reduced innovation |
| High organizational commitment | Resistance to change |
| More predictable internal dynamics | Challenges with diversity and inclusion |
| Simplified onboarding and communication | Inflexibility in turbulent environments |
Practical Applications
For Project and Program Leaders and Managers:
Intentionally manage your employer brand to attract the right candidates.
Broaden your definition of “fit” to include complementary traits rather than clones. Make sure you are prioritizing "fit" for success in the role rather than "fit" because this person has similar traits that you do that may not be true success factors for the role.
Use structured hiring frameworks to reduce unconscious bias and increase diversity of thought.
For HR:
Conduct regular cultural audits to identify mismatches between stated and actual values.
Track attrition patterns and identify if high-performers are leaving due to misalignment or systemic issues. Avoid the "bozo world" phenomenon where high performers leave because low performers are not held accountable for performance resulting in an increased percentage of the employee base being low performers which puts more stress on high performers leading to their leaving... and on and on towards the negative cycle downward to "bozo world".
Design onboarding programs that bridge cultural gaps without erasing individuality.
In summary
The ASA model provides a powerful lens to view how organizational cultures are not just built but self-replicate. While this can lead to a strong, unified culture, it also carries the risk of cultural stagnation and homogeneity. Project managers who understand the ASA cycle can be more aware of their company and team culture and implement checks to maintain flexibility, diversity, and long-term adaptability.
Further Reading:
Schneider, B. (1987). The people make the place. Personnel Psychology.
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