Organizational Culture & Organizational Behaviors

Culture is defined by the shared beliefs, values, customs, traditions, practices, language, arts, and social behaviors of a particular group of people. It shapes the way of life and identity of a community, influencing their worldview, norms, and interactions within and outside their group. Culture is transmitted through the socialization processes, which include education, upbringing, and peer influences. It is dynamic and constantly evolving, influenced by historical events, social changes, technological advancements, and interactions with other cultures. Culture plays a significant role in shaping individuals' identities, behaviors, perceptions, and social relationships, as well as defining the collective identity and cohesion of a group. This leads to creating an Organizational Culture (OC), which is unique to that cohort.

Behavior refers to the actions, reactions, and conduct of individuals in response to stimuli or situations in their environment. It includes observable actions, thoughts, emotions, and physiological responses that characterize how individuals interact with their surroundings and with others. Behavior can be influenced by a variety of factors, including genetics, biology, social norms, cultural values, experiences, and situational context. When this behavior is manifested across the organization, it is termed Organization Behavior (OB) and is unique to that context of people displaying those sets of behaviors.

Behaviors and culture are deeply intertwined. Culture significantly influences the way individuals act, interact, and perceive the world around them. Cultural values influence individuals' behaviors and decision-making processes, giving rise to organizational culture (OC). The relation between OC and OB rests on the mix of communication styles (across the hierarchy), decentralization of the decision-making processes, and approaches to conflict resolution.

Because OC is native to a collection of individuals, it is difficult to replicate OC across other organizational structures with a different set of individuals. Imposing one culture onto another can lead to misinterpretations of cultural practices and beliefs. Without a deep understanding of a culture's historical context and significance, attempts to impose external values and norms may result in unintended consequences and misrepresentations. The interplay between OB and OC influences almost all norms (said and unsaid), values, and expectations. A positive organizational culture is characterized by openness, inclusivity, and support, which can attract and retain top talent. Conversely, a toxic organizational culture is marked by hostility, discrimination, or favoritism, which can drive away employees and hinder organizational performance.

Addressing these pitfalls requires recognition of the importance of cultural diversity, respect for the autonomy of different cultural groups, and efforts to promote dialogue, understanding, and cooperation among diverse communities. It also involves challenging systems of cultural domination and advocating for policies that prevent knee-jerk reactions. The "paradox of organizational culture and organizational behavior" is the complex and contradictory nature of cultural dynamics, individual behaviors, and group behaviors, across all levels, be it in a family or at the workplace, adding layers that demand more attention than a copy-and-paste approach. The paradox of OC and OB highlights the tension between the desire for cultural preservation and the inevitability of behavioral change. Undermining the presence of people in this interplay could lead to unintended consequences! People & Processes do not outweigh one another. They are equal in the eyes of the beholder!