All organizations, regardless of size, have an unwritten
code of conduct that is often referred to as a “culture”. Cultures differ from policies at the broadest
level as they are not included explicitly in the employment contract.
The bromide, “Drinking the Kool-aid™”, is often used to
describe the embracing of a culture.
Does anyone find this sobering that this saying is also often associated
with an unfortunately permanent, cult-like behavior? The oft repeated story about a group of
monkeys, a set of stairs, a water hose and a banana regarding social acceptable
behavior is a perfect example.
Eventually, the original lesson was lost through attrition but the
behavior or culture remained. As I
stated before the culture sets expectations regarding workplace behavior. These behaviors are the result of learned
responses based on copying current staff or leaders within the organization.
Since these behaviors have been ingrained in the organization it becomes difficult
to adopt any changes or improvements.
Unethical behavior breeds unethical behavior.
Meeting intensive culture breeds meetings.
Inclusion breed inclusionary activities and exclusionary
prejudices.
Self-sacrifice breeds volunteering.
Humility breeds humble employees.
Excellent customer service breeds revenue.
100 hour weeks breeds more 100 hour weeks.
Work/Life Balance breeds higher morale.
Drinking at work breeds more drinking at work.
Coercion for results breeds further coercion.
And so on.
Outsiders and newcomers to any group will often see the varying
degrees of cultural dysfunction.
Unfortunately these same individuals are hampered by the need to
“fit-in”. The second and third level of
Maslow’s hierarchy of needs ensure that any proposed changes would be tempered
by this peer pressure. Through constant
exposure the employee will soon be quaffing the Kool-aid™.
Essentially a culture is the peer pressure to do or not
do activities that are considered appropriate behavior.
There are 3 rules that can take the Cult out of your
organization's Culture.
1. Employees should challenge inappropriate corporate
cultural trends.
2. Leaders should embrace, recognize and promote positive
trends.
3. Leaders should recognize and quash any negative trends.
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