The “Organizational Culture in Action” model is introduced as a valuable tool grounded in constitutive theories of communication. As such it promises to provide insight of significance to organizations such as diversity, change, engagement, leadership, and ethics. In summary, viewing organizational communication as relational networks co-created and recreated in and through communication reminds us of the challenges faced as the peoples seek to analyze the organizational culture. Organizations are multi-layered and multi-faceted, consisting of individuals and groups with both common and competing interests. The cultural analysis is similar to putting together a complex jigsaw puzzle without having a picture on the box to guide our efforts. The point of this analogy is to understand the tensions between seeing parts versus the whole, and to appreciate the impact the process has on the person doing the analysis. This chapter also presents an overview of the key concepts discussed in this book.