The Strange Attraction of Organizational Culture

  Leadership  

One of the most prominent Management buzz phrases is “Organizational Culture”, and given the difficulty most organizations encounter as they attempt to change their existing ‘Culture’, or even as they try to define it, 'Culture' would appear to have almost magical incomprehensible properties.

Defined simplistically, 'Culture' is a collection of specific behaviours that are in synch with the often unstated values of the organization, and it supports and reinforces a sometimes similarly unstated vision of our work environment. The assumption is that If we know our values, our vision, and If we can specifically identify the currently existing behaviours, then we might be able to define and implement better replacements. If we can do all this, then perhaps we can put together a transition plan to move from the existing ‘undesirable culture’ to the more desirable 'future culture’.

Notice all the qualifiers signifying uncertainty... nothing about understanding 'Culture' is easy, mostly because our perception is that, 'Culture is just is what it is', and everything about changing a 'Culture' becomes even more difficult because of this perception.

In this webinar Peter will attempt to dig a bit deeper into the buzz phrase we've all come to love and loathe.

One of the most prominent Management buzz phrases is “Organizational Culture”, and given the difficulty most organizations encounter as they attempt to change their existing ‘Culture’, or even as they try to define it, 'Culture' would appear to have almost magical incomprehensible properties. Defined simplistically, 'Culture' is a collection of specific behaviours that are in synch with the often unstated values of the organization, and it supports and reinforces a sometimes similarly unstated vision of our work environment. The assumption is that If we know our values, our vision, and If we can specifically identify the currently existing behaviours, then we might be able to define and implement better replacements. If we can do all this, then perhaps we can put together a transition plan to move from the existing ‘undesirable culture’ to the more desirable 'future culture’.