“The company needs to rebuild a culture of safety to prevent this from happening again.”
“We must establish a culture of innovation to remain competitive.”
“Their hostile culture of distrust caused this.”
We’ve heard things like this before, where culture is reduced to a single adjective. It also happens to trigger a personal pet peeve of mine. There may be dominant themes or characteristics of a culture categorized by things like “safety,” “innovation,” or “distrust,” but culture is never simply one thing. It is a complex social construct that influences behaviors, interactions, and perceptions in organizational life--not only when it comes to particular topics. So it’s never just a “this or that” culture, but Culture with a capital C. Even then Culture is only part of a bigger context in a company, a larger “system” (a la Peter Senge) made up of other big pieces, like business factors, environment, behaviors, experiences, and people. Changes in one area can have reverberating effects in other areas. Managing the big pieces and setting the right conditions is the key to being successful. This may sound overwhelming, but this is how it really is—life.
This is also why the making, changing, and managing of culture can never be simplified to a “Top 5 Things You Can Do” list. There’s way, way, more to it if you want it to be meaningful and real—and a company has to genuinely want to invest in their people in order to do this. Anything short of that is merely cherry picking actions that have little sustainability in the long-term.
Just because it takes more, doesn’t mean that it can’t be prioritized, organized, and approached with discipline. This is why Design of Work Experience (DOWE) exists and why I wrote Culture Your Culture: Innovating Experiences at Work as a much-needed how-to that didn’t exist before. Like any practice, the capability must be cultivated. And it’s worth it. Learn more about it here, or reach out to me.
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