Volume 2 Issue 5

You Want Change, Then Know Your Culture!

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, and 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 phrases that grace the reception area. Instead, they might be the attitudes and behaviours of all levels, from senior management down, that seep into every nook and cranny of the organization.

Most employees can point to problem areas in their organization. Perhaps 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, 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 practicing 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. In my consultant experience, I have encountered situations in which employees describe the culture in negative, sometimes hateful terms. The organizations involved are those where productivity and quality problems prevail. Also, few people understand that every organization is a system in which movement or action in one department or organizational level can have profound impact, seemingly unrelated, elsewhere. As in the transmission in 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 practices, 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 common sense 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, in which 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, Senior Research Associate, The Tamarack Group, (519) 884-3421