Culture
Culture is
a set of consistent patterns people follow for communicating, thinking, and acting, all grounded in their shared assumptions and values. (Watkins 2013, chap. 1)
Culture comes in layers, like a pyramid.
| Layer | Example |
|---|---|
| Symbols and Language | Acronyms, metaphors, clothing, etc. |
| Cultural norms and patterns of behavior | Are ideas discussed openly in meetings or in privately in shadow negotations? |
| Fundamental assumptions and values | Is consensus amoung peers or sponsorship of executives critical? |
(Watkins 2013, chap. 1)
Quotes
Identifying cultural norms:
Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more–a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict–or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives? (Watkins 2013, chap. 1)
Joining a new company is akin to an organ transplant–and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected. (Watkins 2013, chap. 1)