The most common misconception about organisational culture
Culture is hard to define. As a result, it is unsurprising that the shortest and most open way to define it (and avoid any debate) has spread most widely. Most people therefore define culture as:
“The way we do things around here” (Deal and Kennedy, 1982)
But is this definition really as open as we think?
“Around here” implies an internal way of collaborating with one another and operating to get the work done inside the business. This leaves out the more external facing cultural activities, such as ways of reacting to, and strategically handling the external business environment. Yet, both aspects are part of culture.
Similarly, where is “here” when referring to the culture of the digital world? Where is “here” when we work remotely?
While defining culture as “the way we do things around here” is short and convenient, we run the risk of oversimplifying the concept, diluting its breadth and richness, which can lead to misconceptions.
A more comprehensive definition of what culture is has been proposed by Edgar Schein, 1990
According to Schein, culture therefore implies structural stability, depth, breadth, and patterning or integration that results from the group’s learning process (just as personality and character are for individuals learned phenomena).
Stability: When something is cultural we imply that it is not only shared by all in the group but also defines the group, to the point that it is part of its DNA.
Depth: When a group learns together, some behaviours, values or attitudes are first talked about, then adopted and eventually become habitual. After a while, those behaviours and value have been there for so long that nobody talks about them anymore. This is how deep culture runs, it covers aspects that have become unconscious parts of the organisation.
Breadth: As the group develops, culture permeates and influences every aspect of its functioning. From how an organisation achieves its purpose, to the way it manages threats and opportunities in its external business environments, and its internal operations – culture sits central to it all.
That act of simplification is normal. Disorder makes us anxious, so we tend to do all we can to reduce anxiety. That’s why, even culturally, we tend to want to order things. To make sense of our cultural environment, we look for patterns and for simple ways to integrate cultural aspects (rituals, values, and behaviours). At Temporall, we achieve this through continuous assessment. Relying on both people insights (direct feedback) and intelligence gathered from data in enterprise systems, we develop a picture of organisations in real-time, as their culture morphs and unfolds.
Gaining a consistent and predictable view of how things happen in a business – both inside and out – we aim to reduce the blurry lines and uncertainties that stand in the way of understanding your culture. This means that leadership teams can go beyond simply working on “The way we do things around here” (Deal and Kennedy, 1982) to something more comprehensive.
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