More shovels, less signs: getting to the root of the culture question

I was recently watching a CEO talk very eloquently about her organisation's culture, and in particular how the company values translated to specific behaviours.

It was of course good to see the head of an organisation make a big deal about values and behaviours. And it is of course risky to assume that that particular conversation and set of connections had somehow encapsulated the company's culture.

Its actual culture.

The most useful and straightforward interpretation of organisational culture that I have seen and continue to draw on comes from Edgar Schein, the esteemed social psychologist and professor of management from MIT Sloan. In his three-tiered model, there are artifacts (the constructed environment of the organisation, including its structures, technology, layouts, dress codes, visible and audible behaviour patterns), espoused values (the stated reasons for why members behave the way they do) and assumptions (the actual -- typically unconscious -- patterns that determine how members perceive, think and feel).

I find it fascinating that the word espouse shares the same Latin root with the word sponsor, and therefore also words like correspond, respond and despond. A lot of the espousing we see from our leaders does come in what they choose to sponsor (or not), correspond about and respond and despond to.

In listening to that CEO speak, I was hearing a lot about espoused values and connected (desired) behaviours, spoken about in the present simple tense as if they were universally happening (and 'expectable') at all times. Which, let's face it, is how a lot of leaders and leadership teams talk about culture.

Espoused values and model artifacts do go to how leaders like to communicate and advertise their cultures, but it is the underlying assumptions that drive what is actually valued and therefore the real-world behaviours we tend to see. Employees come to realise how things really get done and rewarded around here; they adopt the behaviours that will see them get ahead but also stay safe.

Rather than the pyramid depiction of Schein's model (as above), I've come to present this concept more like a tree or plant, with the portion above ground being the artifacts we can see and the roots (invisible) below ground representing the underlying assumptions and the real source of energy and stability. The (actual) values are inherent in the tree trunk; the espoused values are often attached to the trunk as a bright and shiny sign that is much more prospective than accurately descriptive.

We can influence the appearance of the trunk by putting a sign on it. We can only change the substance and strength of the trunk by addressing the roots.

That will require some digging.

And that will require sponsorship of shovels, not signs.

This is a?Leader TWIG?- the concept of (a)?growing something new?(a new awareness, skill or 'branch' to what you currently already know) but also (b) becoming equipped to 'catch on', realising or suddenly understanding something that is in fact right in front of you in the performative leadership moment (from the Gaelic 'tuig').

'Twig Talks' are an engaging way for individuals and teams to visualise their current and future contexts, connect to leadership and management theory and apply creative and critical thinking to learn more about themselves and others - reach out directly to Jason to find out more.