Culture: n 1. natural phenomenon that is created whenever a group ofpeople come together to work together; 2. foundation for all choices andactions within a company; 3. the method things are around here.
Whenever people come together with a shared purpose, culture iscreated. This group of individuals might be a family, community, projectteam, or company. Culture is immediately created from the combinedthoughts, energies, and attitudes of the people in the group.
I often compare culture to electrical power. Culture is an energy forcethat becomes woven through the thinking, behavior, and identity of thosewithin the group. Culture is powerful and undetectable and itsmanifestations are far reaching. Culture figures out a company’s dresscode, workplace, work hours, rules for getting ahead and gettingpromoted, how business world is viewed, exactly what is valued, who isvalued, and far more.
Culture reveals up in both noticeable and undetectable methods. Somemanifestations of this energy field called “culture” are easy toobserve.
The even more powerful aspects of culture are unnoticeable. The culturalcore is made up of the beliefs, worths, standards, paradigms, worldviews, moods, internal discussions, and private discussions ofthe people that become part of the group. This is the structure for allactions and choices within a team, department, or company.
Noticeable Manifestations of Culture
· Dress Code
· Work Environment
· Work/Life Balance.
· Titles & Job Descriptions.
· Organizational Structure.
Unnoticeable Manifestations of Culture.
· Private Conversations (with self or confidants).
· Invisible Rules.
· Moods and Emotions.
· Unconscious Interpretations.
Business leaders often assume that their company’s vision, values, and strategic priorities are synonymous with their company’s culture.
Too often, the vision, values, and tactical prioritiesmay only be words hanging on a plaque on the wall.
In a prospering successful business, staff members will embody the worths, vision, and strategic top priorities of their company. What develops thisembodiment (or lack of personification) is the culture that permeates theemployees’ minds, bodies, conversations, and actions.
The energy fields that make up a group’s culture are vibrant andchange continuously. Culture is created and continuously strengthened on adaily basis through conversations, symbols, rituals, composed materials, and body language. It is the small, ordinary actions and behaviors thatcreate a culture and can move a culture.
Producing and sustaining a healthy, lively culture requiresreinforcement of the culture through everyday and proactive conversationsand communications. The failure to talk about the worths, purpose, andrules within a group frequently leads to a culture that is at cross purposeswith the mentioned intent of the group. Poor interaction creates a lotof confusion and often a crisis of meaninglessness.
Given that a culture is created every time a group of people come togetherto type a team, a company will have lots of sub-cultures that exist withinits primary culture. The marketing and innovation teams mayhave various worldviews, jargon, work hours, and methods to do things. Abig obstacle for today’s company is to develop a strong, cohesivecorporate culture that pulls all of the sub-cultures together andensures that they can work as a combined group.
Most companies aim to “fix” perceived problems by dealing with theparts of the corporate culture that are simple to see. Some quick-fixesinclude holding Friday beer celebrations and business picnics or adding fringebenefits and perks. None of these actions will have an effective orlasting result on a business’s culture.
If the effective part of culture is undetectable, how can you affectit? Discussions have the power to make theinvisible visible.
Language and discussions have the power to produce a new, powerfulfuture and to create a cultural energy field that will support andsustain this future.
The CEO and management group of a business have an effective impact onculture through their conversations and behaviors. Magnate canpro-actively create a flourishing culture by understanding what culture is.
( and is not) and finding out the best ways to have fundamental organisation discussions.
A lot of business leaders get little to no educationon how to have powerful discussions that create culture and actions.
Culture building can be discovered, but it takes a truthful dedication fromthe management team of a company.
Culture determines a business’s dresscode, work environment, work hours, guidelines for getting ahead and gettingpromoted, how the organisation world is seen, what is valued, who isvalued, and much more.
It is the little, mundane actions and behaviors thatcreate a culture and can move a culture.
Creating and sustaining a healthy, lively culture requiresreinforcement of the culture through day-to-day and proactive conversationsand interactions. Because a culture is developed every time a group of people come togetherto type a group, a company will have many sub-cultures that exist withinits main culture. Abig obstacle for today’s company is to develop a strong, cohesivecorporate culture that pulls all of the sub-cultures together andensures that they can work as a combined group.