Organisational Culture has gained its due importance over a period of time and is one of the focus areas for Leaders today. A lot has been written and said about what culture is and how it is really formed. Of course one thing that everyone agrees upon is that it is not formed overnight Although in most cases that is true, in today's fast paced corporate world the time factor may actually be shrinking. Peter Drucker said "Culture eats strategy for breakfast" (there is some debate over the credit to be given for the phrase).
Culture is a direct result of many things going on within the Organisation including how everyone behaves and how everything is done. And this is where strategy plays a major role. Unless there is a strategy in place, a series of adhoc incidents/responses might form a certain culture. If these incidents/responses are encouraging, bring about positive virtues and value people, they end up enriching the Organisational Culture. If not, the result is just the opposite. Also, inconsistent responses/behaviors might lead to confusion resulting in a chaotic, unpredictable environment that lacks stability and meaning.
Multiple Cultures do exist:
More often than not, culture cascades down. The behaviors of Leaders/Influencers within the Organisation becomes the norm and eventually the culture. In dynamic setups that we see today, Leaders function at all levels. Hence, it is only logical that multiple cultures do exist in an Organisation. Formal groups, teams, informal groups, all have their own cultures driven by their Leaders, the backgrounds of the members, the life experiences of the members etc. These in most cases are also a reflection of the larger Organisational Culture. However, they could still have their unique dynamics. While these multiple cultures have an impact on the Organisational culture, the Organisational Culture in turn has an impact of these cultures. It is important for an Organisation to acknowledge these cultures and focus on aligning these to the Organisational Culture.
Culture is passed on:
A new joinee orientation is an important process and probably the first most elaborate experience of the new Organisation for any employee. The various stages of this process have a lasting impact on the new employee. What is perhaps undermined is that, a new employee is also gauging the subtler aspects of the Organisation and interpreting them in her own way. She is trying to get a sense of the Organisational Culture by observing the ways of the people around her. If the Organisational values are in sync with her own value system, the adapting process is quicker. This is an example of a "Cultural Fit". Gradually she becomes a part of the culture, begins living the Organisational values (based on her perception of the values) and unknowingly is bound to pass those on to the new members joining the Organisation. Some of these may be explicit like, "Hey, the work timings are flexible" and others may be implicit like observing a team member walking in at 9.00 am and another walking in at 10.30 am. It is hence, especially important to design orientation programs with utmost details so as to pass on the right values and create a positive perception.
Importance of Values and Behaviors:
Having a Culture Map is great, it clearly highlights the right values and the desired behaviors. It also tells and Organisation what enable it. However, culture is being influenced upon at more occasions than we can possibly fathom. And hence, it is important to realize that having a Culture Map is alone not sufficient to create an enriching culture. The smallest of the small decisions, the slightest remarks, a casual comment all have an impact on the culture. The desired behaviors need to be reinforced time and again for the value they bring in. All decisions small or big should be aligned to the values and be communicated so.
Glimpse of the Culture:
An enriching positive culture nurtures the Organisation. It creates trust based relationships, in other works "high performance teams". It creates a sense of belonging and spreads a sense of security. It is reflected in everything about the Organisation, even to outsiders. We do know how potential employees try to get a feel of the Organisation through direct and indirect sources. A great Organisational Culture is evident and there for everyone to see, anyone who comes in contact will experience it. But so will a not so good culture. An enriching culture adds value to the employees and the Organisation alike.
Lastly, about the time factor. Culture is created and enriched over a period of time. It takes consistent efforts to build a great culture. But there are aspects that could instantly become culture based on perception. In the fast paced world that we live today, patience is at times a rare virtue and perceptions are build far too quickly. Both positive and not so positive behaviors may lead to strong perceptions that ultimately form a culture.
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