How we shape culture

Some people (read: this writer) overthink things. Others don’t think through the implications of their actions enough. I remember going into a mild state of panic on one occasion when my son asked me what the correct way was to hang clothes on the line. Knowing some family members who had very strong ideas on the ‘correct way’, I explained that some think it is best to hang them inside out to prevent outside colours fading in the sun, while others thought it better to hang them right way out to make folding and putting away easier. I wanted to avoid creating dogmatic attitudes on trivial issues and encourage an attitude of listening and considering options. In retrospect I think he just wanted to know what he should be doing then and there to fulfil the task he was completing with me.

Following on from the previous post on common sense, many of us complete tasks, or ask others to complete tasks based on what we assume is common sense? Having had the privilege of living and interacting with other cultures shows that there are often many ways to ‘live’ - that is - performing day to day functions that shape our culture. Ultimately it is our attitude that shapes our culture. That which we value and deem as important are those things we put greater effort into managing. The importance of the bigger picture also plays into this which we will come back to and this next illustration highlights.

A small-minded office with structural issues went through string of office managers trying to optimise office proceedings, most of which were unsuccessful due to underlying toxic issues that had not been dealt with. When one of the office managers was appointed, discussions followed about how everyone would now be expected to dress in the fashion of the new manager. Although it was said (only) partly in jest, it highlighted the attitude of what they thought management was, make everyone clones of the manager.?As silly as this illustration is, this is more common in attitude than one thinks. Language around everyone being a part of one big family (which sounds noble) can equally be toxic if values, attitudes, structures, and processes aren’t kept in check.

There are tools such as staff surveys, performance reviews (which must be fit for purpose and not off the shelf but made to fit tools), and processes such as planning days which include team building exercises that are culturally appropriate to the team you are wanting to build. But ultimately it is attitude which must be shaped by an organisation's objectives or mission.

Let’s unpack the values and objectives behind the clothes illustration. It is more than being time poor or asset poor, but that plays into it. Do you value time management (ensuring clothes are easier to put away), or do you value assets (and seek to preserve clothes by reducing fading)? Does your environment (e.g., strong sun) affect your actions or do you just do it the way you were taught without further consideration.

Our processes, influenced by values frequently shape culture. Placing value on anything other than people is likely to jeopardise businesses in the 21st Century. Post COVID-19 especially, we cannot afford to disrespect staff. Indeed, staff not only need to be valued and respected, but they also need encouragement to respect others, which includes all stakeholders. This needs to be modelled from the top down, even though the challenges are so great.

Reduced resources are the challenges we all face now, including human resources. The pandemic led to many changed attitudes, including a reduction in the output that was sustainable in our society and an unwillingness by many to maintain the frantic pace of their past. Many have chosen a simpler lifestyle that no longer requires the same level of output. Employers therefore need to take this into consideration as they go forward with the new normal.

We cannot afford to be dismissive of staff or customers and expect that we can do things the same way as they have always been done. To use the example of the Egyptians and the Israelites, we cannot expect more bricks with less hay. Respect and value for people must inform our practices going forward. What we value (time, people, assets, etc), should be reflected in what we model, and how we do things. ?