Maximizing our Competitiveness by Creating an Excellent Organizational Culture
A work in progress by By Craig A. Stevens
What does high turnover, high stress, internal social cliques and infighting, shrinkage and dishonest transitions, falling revenue, and poor customer service all have in common? These are all some of the symptoms of a broken organizational culture. Now the bigger question is, how can we build an excellent organizational culture that will act as a catalyst to attract and keep the best employees, serve our customers well, make us more competitive, and improve our revenues? For a free eBook on the Seven Attributes of Excellent Management go to https://www.e-wbs.com/home/reviews/.
Culture is the collective programming of the mind, which distinguishes the members of one group from another. Geert Hofstede
An organization’s culture is the limiting factor to its success. When we think of culture, we often think of the employees in our organization but culture is more likely a reflection of the leaders. https://www.e-wbs.com/the-seven-attributes-of-excellent-management/incubating-excellent-leaders/
An employee experiences the culture of a company as a reflection of the relationship with his or her direct supervisor; thus culture often flows downhill.
The Mobile of Excellent Management
On the Mobile of Excellent Management, culture is represented by the string or cable that holds the mobile together. If the leaders drop the cable the mobile falls. Furthermore, if you cut the cable, the mobile falls apart. No initiative will work effectively without a willing culture. In addition, on the mobile, many strands make up a cable; the same is true of an organization’s culture.
The Cable of Excellent Culture
As in cable in the figure below, several interwoven cords make up organizational culture:
- Values and ethics (often based on your world view)
- Common or diverse languages (includes native toughs and learned jargon),
- Subcultures like those found within races, professions, clubs, clicks, gangs, and groups of all kinds.
- Underlining assumptions and mental images or those judgments that relate to who we are and where we have traveled.
- Group patterns of behavior and habits (like work and lunch schedules).
- Company artifacts and symbols (like time cards, personalize parking places, and corner offices or cubicles).
- World View (how one views the world and on what that view is based).
No initiative will work effectively without addressing the issue of culture. Like the many strands that make up a single string or cable, the interaction of these ‘strands’ make an organization’s culture.
Leadership Drives Culture:
The leaders closest to you drives your view of your organization’s culture. A person’s direct supervisor paints the picture of what the organization’s culture is to that employee.
To paraphrase Morrison, Culture is an inclusive descriptor for the integration of the organizational mission, vision, and organizational structure. It is heavily influenced by the type of service provided and the value that top management places on customer objectives, and organizational attributes. Organizations that rely heavily on top management for decisions are more likely to reflect a work culture that represents the values of the top executive. On the other hand, some organizations have customers located around the world and work from multiple divisions with discreet business plans. These are more likely to reflect the values and culture of its employees and customers who effectively force adaptation to cultural differences into work practices. These conditions of culture extend even to personnel practices, compensation strategies, recognition and rewards, communication and collaboration, and customer service strategies. Culture is the foundation upon which company strategies are built and implemented. It is so important to management model selection that it has been said that a management model cannot take hold if the cultural foundation of the organization is “cracked.”[i]
[i] Morrison, M. (2007, January). The Very model of a modern senior manager. In, The Tests of a leader. Harvard Business Review pp 27-39.[/vc_column_text][/vc_column][/vc_row][vc_row full_width=”” parallax=”” parallax_image=”” animation=”” animation_delay=”” fullwidth=”no” bg_type=”solid_color” bg_repeat=”no-repeat” video_texture=”” fw_columns=”” fw_same_height=”” border=”” waved_border_top=”” waved_border_bottom=”” top_margin=”0″ bottom_margin=”0″][vc_column width=”1/1″ animation=”” animation_delay=””][vc_accordion collapsible=”” disable_keyboard=””][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Values is at the Center of Organizational Culture”][vc_row_inner][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4581″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Values “][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]What we value and how we value the customers (internally and externally).
Our moral strengths and weaknesses – (caring, trustworthiness, and truthfulness – often leadership driven).
Our processes and systems reflects our values.
Values are at the center of an organization’s culture. Values are also very closely related to the community that surrounds the organization. Sometimes this is a good thing as the values of the surrounding community pushes the organizations quality standards up. However, under the wrong conditions, in oppressive or criminal environments, or where the worse of human nature can be found, a negative pressure is applied often forcing the organizations quality standards down.
[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text css_animation=””]So what do we do about it?
This is where we can help! Strong leadership, positive teachings, and a strong positive belief system (this is spiritual by nature) will make all the difference instilling positive values, even in the worst of environments. First look at the data and evidence, find the 800 pound gorilla of a problem, shine a light on it (keeping it in the dark will still kill you), plan to defeat it, and work your plan. Start by not supporting disruptive behaviors even it it supports your own position. For example, lying is lying – even if your group wins it works against a positive culture. Support the good (even if it works against your position). Do what is right regardless of the cost. Even if you will temporarily benefit from doing what is wrong, you and your family will one day live it that world you help to create. Stand for good! Your people will respect you for that and you will build momentum that will drive your organization through future obstacles.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”World Views are Often Difficult to Manage”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4589″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”World View”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]A World View is another factor that affects organizational cultures. This is possibly the hardest factor for compromise. World views are often driven by location, religious, and political views (political correctness is a tool to manipulate world views).
Politics and Religion are often strong drivers of world view. Communism/Socialism/Fascism, Capitalism, Democrats, Republicans, Libertarians, Liberals, Conservatives, Democracies, Republics, Kings, Queens, Dictators, and all the other political words and philosophies connected to politics often drive a world view. Likewise spiritual beliefs, religions and denominations all drive a world view. Whether you worship God, yourself, money, or government all leads to a world view. Other people have world views related to finance and economics, sexual, or social norms. Some people see a world of plenty and others see a world of depletion and lack.[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
We can help! The problem with the contradicting views often comes as one group wars with another. When the opposing views are exact opposites, often there is no way for both to be right. Therefore, compromise is impossible when it breaks the rules of the view (i.e., pro-life and pro-choice). This is where we agree to disagree and leave warring views at home or in the public arena outside of work. However, an organization can go too far with this and banning non-disruptive personal expressions of faith (which is a constitutional guarantee) or chosen identity.
Nevertheless, many organizations have to take a stand related to the world view (churches, pro-life organizations or planned parenthood, and others). This can be a happy place for those with the same view or a sad place for those with warring views. In some cases, it is critical that everyone believes in the same way as the organization. Removing those opposing views may at times be required for the mission of the organization.
[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Symbols and Artifacts are Indicators of Culture”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4593″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Symbols and Artifacts”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]Where we make people park (facilities).Work space and waiting areas.
The symbolism we display (posters, entertainment, training, etc)
If we wanted to investigate an ancient culture, we might look at symbols and artifacts left by the people of that society. Likewise, Symbols and Artifacts are indicators of our organizational culture. Assigned parking spaces, time cards, posters, furnishings, offices, signs, executive facilities, etc. all tell us something about the organization. Sometimes we will see evidence of division of labor, chain of command, or special treatment. In excellent cultures, the symbols and artifacts should show us evidence of pulling people together.[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
We can help! As people become more educated and/or advanced degrees are more common, also comes higher expectations of the rewards of leadership. People expect to participate in the decision making and the rewards of their work. Often corporate symbols can work against productivity, motivation, and creativity. The old guard often hangs on to the trappings of power which may become insulting to the knowledge worker who at times have a better picture of today’s trends and future challenges. Therefore, we should evaluate what we are telling our staff by what might be outdated symbols and artifacts. Instead find those things that send the message of everyone working together.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Language can Drive Organizational Culture”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4596″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Language”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]The way we speak about the customers in private (internal or external).
The words we use that bring us together or divide us (jargon, acronyms, positive/negative etc.).
The Language we use tells others a lot about our culture. Within our organization we may find cultural indicators by how we talk to each other and the language we use. It is not always what you might be thinking. It could include crudeness and maybe directly related to our values. However, it could also be a reflection of our origins (country or part of the country we come from), it could be a reflection of our education or lack of education, it could be a reflection of our profession or the amount of grace and mercy we use when we interact with others. It could even be our tendency to be either optimistic or pessimistic. Nevertheless, language is a large part of our culture. How we manage our corporate language drives a part of what our culture becomes.[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
We can help! Start by setting standards. Set expectations and standards high. Never allow negative talk about a customers – public or private, internal or external. This is the demonstration of commitment to service and a picture of what you believe.
Although one might feel that crudeness is a sign of strength or expression, often others are offended and may never tell you. The best way to avoid offending someone (who may one day have influence on your future) is to reflect grace and mercy in your dealings with people. As an organization expect the same.
When it comes to acronyms, jargon, or techie terms it all depends on the audience. Avoid complication when possible. Use the oldest and shortest words possible. The goal is communication.
Celebrate differences in speech patterns it is one of the spices of life. It makes things more interesting and experiences more flavorful.
Stress the importance of optimism and as a leader demonstrate it.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Our Organizational Culture is Made up of Sub-cultures”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4618″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Sub-Cultures”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]How we divide ourselves into tribes based on class, politics, generations, race, professions, origins, beliefs, etc (or not).
We are great at dividing ourselves into tribes, gangs, or special interest groups. Politically we can easily divide ourselves and others into warring parties. Those with enormous or maybe even fragile egos may have to segregate others into classes. Society may often do this to avoid interaction or discomfort, to justify actions or status.
Generations often become distant as technology, norms, and values change. Races sometimes feel more at ease dividing into sub-groups with differing sub-cultures. Professionals may sometimes hang out together. People from different places may find it easier to relate to people with like backgrounds.[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
We can help! Start by acknowledging and celebrating the differences. Bring groups together to teach each other important facts, techniques, stories, and traditions. Stress that our corporate culture (as well as our national culture) is one where we are all part of one sub-culture that we define together. Even though we may have many subcultures it is important to define the one corporate culture we are pulling forward.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Underlying (or Underlining) Assumptoins Drive Organizational Culture”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4622″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Underlining (or Underlying) Assumptions”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]What we think about others (our customers or patients).
What we assume (says more about us than others).
An old saying goes something like this… We judge people not by the way they are, but rather by the way we are. These are our mental models, beliefs, and ideas of what we think is happening. Our assumptions are all directly related to the culture we create. If we have had bad experience with a situation we are likely to assume all similar situations will give similar results. Our first impressions play into our underlying assumptions or mental models and are very hard to change.[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
We can help! Start by acknowledging mental models exist. Train people in how to manage their own mental models and rely more on data. Understand the role of first impressions and how to change them. Demonstrate by your own actions and lead by example. Also, never allow the negativity to sprout, hit it hard and often as you see it. For example, if we allow ourselves to talk down the patient or customer even behind their backs we will eventually have fewer of them.
Likewise, do not allow yourself to put your creativity in a box. Free yourself and others to think of (and in) different ways to solve problems.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][vc_accordion_tab icon=”hb-moon-plus-circle” title=”Patterns of Behavior Reflects Organizational Culture”][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/2″][vc_single_image image=”4624″ border_color=”grey” img_link_large=”” img_link_target=”_self” img_size=”medium” title=”Patterns of Behavior”][/vc_column_inner][vc_column_inner el_class=”” width=”1/2″][vc_column_text]How our patterns of behavior effects the Customer/patient.
When we take breaks and how we cover each other.
Knowledgeable and attentive staff willing to help.
Our patterns of behavior is reflected in a number of ways. We might all go eat at a certain time or maybe it is the time we come to work or go home. It could be little rituals or the number of rings the phone has to ring before we answer. No matter what we do and what our patterns are, they should always focus on what is best for the customers (internal or external).[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner el_id=””][vc_column_inner el_class=”” width=”1/1″][vc_column_text]
So what do we do about it?
Assess and take inventory of your patterns of behavior. Compare these to internal and external customer needs. Look for gaps and close them. We can help! Often an outside personal touch works best.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_accordion_tab][/vc_accordion][/vc_column][vc_column width=”1/1″ animation=”” animation_delay=””][/vc_column][/vc_row]