Culture change and nature
Culture change. If there's one thing I've learned from my travels and cultural journeys, it's that everyone wants to feel safe, supported, heard, seen, and appreciated. Culture, religion, nationality, gender, or age don't change that. The expression may vary depending on the organization or region. We call that culture. The deeper universal feeling is the nature of the human being.
Our nature is a process of millions of years on the African Savanna. Intensive collaboration was important for survival as a group. Our psychological basic needs from that time still strongly influence us:
- Safety
- Belonging
- Appreciation
- Autonomy
- Self-expression/Spontaneity
- Boundaries
The paradox is that we strive for freedom while also wanting to feel connected; we need boundaries and hierarchy but also pursue equality (belonging); we need stability (boundaries) without sacrificing diversity (self-expression, self-worth). A healthy organizational culture maintains this balance.
The organizational culture is the veneer over our nature and manifests in:
- Relationships within the own group (colleagues, subgroups)
- Relationships with groups outside the organization (customers, competitors, citizens)
- Leadership, power, and hierarchy
- The intangible something (rituals, the magic of the brand)
Culture change cannot occur without understanding the nature of the group. I always start every culture journey with this story to create awareness among all group members about what culture change means. We also reflect on the desired written reality (mission, vision, strategy, norms) and the culture change itself (starter, growth, changing the existing, new identity?).
To get to know the nature and culture, I observe and ask questions to gain insight into: behavior, formal and informal relationships, communication, alliances, leadership, scapegoats, power structures, the symbols and rituals of the organization, and the underlying principles of nature.
Then I share the findings with the group. After that, the interventions start in consultation. These can include, among other things: group behavior, leadership, communication rules, restructuring relationships, strengthening middle management, team size, attitude change towards other (sub)groups, groupthink, decision-making, systems, symbols, and rituals.