Culture anyone? No, not national dress or foods but rather
organizational culture defined as those values stated or not that
emerge in attitudes, behaviours and organizational practices.
Culture defines how authority functions and how communication,
discipline, respect, work ethics, problem solving, are all dealt with
internally.
Really, there’s nothing in the organization that isn’t somehow tied to
the values that reflect the culture. In fact, the “real” values of an
organization aren’t necessarily those very keen words or lines that
grace the reception area. Instead, they might be the attitudes and
behaviours that are carried out beginning with senior management
that seep into every nook and cranny of the organization.
Most employees can point to problem areas in their organization.
Maybe they can talk about distrust or crisis management practices, but
in the majority of cases, people are unable to see how the culture of
the organization from top to bottom is at fault. In truth, problems
permeate throughout, but in varying degrees and usually producing
differing results in each part of the organization.
Ignoring the culture card, is a sure sign that an organization is wasting
its energies by dashing from one crisis to the next without ever
reaching a resolution. This is no way to develop a solid competitive
edge! A well managed culture has each and every employee
committed to practising clearly stated values.
To the detriment of growth, organizations too often choose to feed the
old elephant. Firefighting becomes a way of life. This lack of
perspective often comes from an inability to understand the impact of
culture on the day to day operation of the organization.
My consulting experience has often involved situations where
employees describe the culture in negative, sometimes hateful tones.
These are the same organizations where productivity and quality
problems prevail.
Secondly, few understand that every organization is a system. A
system where movement or action in one department or organizational
level can have profound impact, seemingly unrelated, elsewhere. Like
the transmission on a car, small changes, either positive or negative
but reflective of the value system of the organization will rebound in
actions and moods in the most unexpected way.
But once cultural change begins and the crises of another time are
resolved (and when fewer emerge), change becomes a sought after
commodity rather than a buzz word to be feared.
And yes, changing an organization’s culture does take time. If an
organization is going to look boldly and fearlessly into its practises it
needs answers to questions such as: “What are the actual values we
as an organization are practising?” and “Are these the attitudes and
behaviours that will allow this organization to move dynamically into
the future?”
Once the organization has completed that apprehensive and
comprehensive first stage of intense introspection, the next is to
decide through its vision, mission, and commonsense what values will
allow the organization to move in the right direction. At this stage, the
organization designs its future through the development of its culture.
With values firmly in place, the organization then considers the
training that will allow it to integrate those skills needed to achieve its
cultural end point.
A healthy culture is defined as one that holds a positive spirit of
collaboration at its core. Where people are energized to support one
another as the company moves to a new level of customer
satisfaction. When people are empowered to act on their strengths,
the end result is a company working and thinking at its best. By
building a strong culture, the organization is more able and capable of
competing for the future.
~Dr. Helen Ramirez
