what is culture?
WORKLOGIC NEWSLETTER
August 2014
NEWSLETTER
August 2014
WHAT IS CULTURE? Organisations such as Google are renowned for their strong workplace culture. Many articles and even movies have been dedicated to its open workspaces, collaborative approach to decision-making and active encouragement of innovation and cooperation. Can organisations create culture or does it just evolve? In this article, we discuss the importance of culture in organisations and explore some ways in which a positive culture can be fostered. WHAT IS CULTURE? Before we begin, we acknowledge the inherent complexity of ‘culture’ and the vast amount of international literature on the topic. We also acknowledge that in most organisations, ‘cultural goals’ are quite
specific: they might be striving to cultivate a culture of ‘quality’ or ‘winning’, ‘compassion’ or ‘competition’. For others, a culture of ‘continuous improvement’ or ‘conducive to feedback’ is the desired outcome. At Worklogic, we focus on the ethical, wellbeing and ‘conflict’ cultures of workplaces, and the consequences of cultural and ethical failures. When we are called in to address bad behaviour in the workplace, we often identify something about the culture which meant that employees felt comfortable to breach policies, to cover up failure and wrongdoing, and to persecute whistleblowers and vulnerable colleagues. We are particularly interested in what it is about workplace cultures which allow, enable and even encourage people to behave badly, but this article considers elements of positive workplace cultures.
By positive culture, we mean a culture which encourages staff to work constructively together, to care for each other’s wellbeing (or at least to avoid damaging each other’s wellbeing), to cooperate to achieve the organisation’s goals, and to maintain the organisation’s ethical standards. In this article, we discuss some principles and examples which are easily adapted to your organisation’s culture. We will also explore the risk factors which could lead to poor behaviour creeping into your workplace, and finally, suggest some take-away questions for you to consider in relation to your own workplace culture. CULTURE MATTERS A vital element of the culture of a workplace is the shared beliefs and values of a group. These beliefs and values will determine what is (and is not) the acceptable and encouraged behaviour within that group – what we are really striving for, and how we go about achieving our goals. Culture in an organisational context is vitally important. It defines boundaries, provides incentives and disincentives, and binds the members of a group to one another. Culture is critically important in a workplace and contributes to the long term success or detriment of an organisation. Peter Drucker’s well-known statement “culture eats strategy for breakfast” is oft repeated
What is Culture?
Page 1
WORKLOGIC NEWSLETTER
for good reason. Culture comes first and should be the priority: a great strategy without a positive workplace culture is pointless. Indeed, a strategy’s effectiveness depends on cultural alignment.
younger members watching and listening to elders and copying them; teaching and initiation by key members to new members; stories and myths; ceremonies and rituals; punishment and reward, conFor example, a workplace culture character- sistent reinforcement and identification of ised by optimism can have far reaching pos- the ‘outsider’; written standards, rules and so on. itive effects in times of change. Optimism In terms of workplace culture, people strengthens the employee’s resilience and causes the employee to build social support operate within national cultures, historic time frames and specific business segand other strengths to overcome obstacle ments. Not surprisingly, then, most he or she may encounter. Positive interactions among workers are proven to lead to businesses have two or three key stakebetter psychological health for employees. Praise tends to spawn confidence and innovation in work, and an optimistic approach to others. It is a powerful contributor to encouraging constructive rather than destructive work behaviours, and increasing resilience to minor irritations. In such an environment, praise and optimism are infectious. Demonstrated trust and pride in people will in turn encourage efforts which further build trust and confidence.
August 2014
holders (business owners/stakeholders, employees and employee representatives) who may not completely share objectives and thus not have a shared view of the ‘common good’. It can be a challenge to foster and perpetuate a positive work culture in these circumstances. CHANGING CULTURE Leaders in an organisation need to be able to have a clear understanding of what they are trying to achieve and a realistic view of where things currently stand. To achieve a real, measurable change in culture, it’s
Conversely, if a workplace’s culture is more orientated to criticism, blame, individualism or competition at the expense of others, will employees be open to change? Will they be flexible, adapt, be generous towards the organisation and work constructively to implement the change? Role modelling of the new way of being must clearly be lived “at the top”, before the rank and file employees will follow suit, and work supportively in return. FORMING CULTURE There are a number of ways in which culture in families and communities is formed and develops over time. They include
What is Culture?
Page 2
WORKLOGIC NEWSLETTER
August 2014
important to have the following:
• optimism and praise;
• Recognition of existing strengths to
• fun and humour;
build upon – there may be aspects of the existing culture which are positive and can be the foundation for broader improvements;
• A “start small” and then transform incre-
• building on passion (play to strengths
not weaknesses);
• grounded pride: personal, team
and organisational;
• accountability: where staff ask,”What can
KEY RISKS FOR BREAKDOWN IN BEHAVIOUR In our practice, we have observed that the following factors contribute to a breakdown in employee behaviour which then subsequently has had a negative impact on the culture of the organisation.
1. Change & threat: Changes to roles, accountabilities, reporting arrangements (including a supervisor’s changing ex• cross “silo” cooperation, engagement with pectations or expertise), status or grade customers and suppliers; can lead to a breakdown in behaviour • meaningful engagement; as can changes to enabling systems (IT • focus on wellness: health, fitness, rest, or processes). Similarly, changes in team • Effective resourcing – for example, if support and building resilience (personal dynamics with members leaving or new safety is said to be a priority, this should and organisational); members arriving, especially if team be reflected in the allocation of resources; • strong conflict resolution skills throughout has been unchanged for some time, can • Rules, policies and processes – which are the organisation; have a significant impact. The risk of implemented consistently by everyone redundancy or pay reduction can also • individual self-awareness: style, values, and reflect the organisation’s values; de-stabilise. behaviour, impact; • Effective communication – in both words 2. Supervision: A great supervisor is a • safe and sought after 360 feedback; and action; wonderful thing and can make a hugely • discussion and measurement of ‘how positive impact on an organisation. In • Training and education – opportunities for things get done round here’; contrast, supervisors who are remote or staff for ongoing professional • risk management strategies for times absent, unavailable or ineffective, unreadevelopment as well as regular reinforceof stress. sonable and/or micro managing can pose ment of the organisation’s expectations Let’s turn now to what can jeopardise or serious challenges for an organisation. and values; threaten a healthy workplace culture. 3. Lack of peer support: It can be difficult • Role modelling – particularly those who for new employees to an organisation or are in leadership positions, as well every business unit to feel connected. Likewise, level of staff; a person in a minority (age, gender, sexu• Strategic recruitment – ensure recruitality, nationality, ability, education) in an ment questions/screening are designed in otherwise homogenous team may face such a way as to identify people who will challenges if that culture is not welcomcomplement and enhance the culture that ing and inclusive of diversity. is being developed. mentally – wholesale, abrupt changes can do more harm than good. Smaller, visible and tangible accomplishments initially can develop a new level of confidence and provide a sound foundation for further changes;
WORKPLACE CULTURE: WHAT ARE WE WORKING TOWARDS? At the individual, team and business level, a positive workplace culture will be characterised by:
What is Culture?
I do about this?”;
4. Performance pressure can result from any or a combination of the following: • role or accountabilities unclear
or undeliverable
• role conflict where accountabilities
Page 3
WORKLOGIC NEWSLETTER
overlap or compete with other • over large workload, shortage of
support staff or other key resources
• tight, unreasonable or changing
deadlines
• if new to a role, learning and prior
experience are not valued/valuable
• informal performance management
process or under threat of same
• organisation in financial strife or under
takeover/closure threat
• bonus targets at risk (where bonus
payment material to the individual)
5. Personal stressors including substance addiction, financial problems, the death of a family member, divorce, loss of custody, serious illness in family or a relocation can have a significant impact on employees and, in turn, the culture of the workplace.
August 2014
“on time on target” this can be a significant stressor.
working relationships and low levels of internal conflict.
9. Personal Style: Aside from the usual differences of personality, employees with more extreme styles of personalities can take their toll on organisations. This may include individuals with poor emotional maturity (e.g. uncontrolled outbursts of anger/frustration/upset); extreme Type A personalities who focus on task to the complete exclusion of relationship; past trauma or current dysfunction which they have not dealt with; and those with a strong rejection of management and authority. Such individuals may also be seen as ‘experts’ in their field or otherwise ‘special’ (such as volunteers or people who are driven by a cause).
Following a restructure brought about by a financial downturn, the training and development budget was slashed and the leadership programme terminated. HR noticed that, following these changes, there was less collaboration across the organisation and the beginning of a silo mentality. Eventually, with less opportunity for development and reflection of work practices, employees became less respectful and collegiate in their interactions and interpersonal conflict increased. Staff turnover increased dramatically, and valuable corporate knowledge was lost.
6. Job Stress: This may be caused by the management of high conflict or emotional situations, being under-employed or by being required to do boring, repetitive or menial work. 7. Fatigue compromises employees on a number of levels and can be caused by excessive emails, jet lag, late night teleconferences, failure to take annual leave/high leave balance, consistently working long hours, end of financial year or other business peak workloads, changes to shift patterns, pregnancy, new baby and long term chronic illness or injury to self or a close family member. 8. Environment: Environmental factors in and around the work place can affect employees as well whether it be from noise, crowding or being too hot or cold. When technology does not function
What is Culture?
KEY TAKE-AWAYS How people approach their work is significantly affected by the culture which exists, and which they in turn contribute to. Here are some questions for you to ponder:
»»How would you describe the culture in your organisation?
»»If you are having trouble doing this,
whose opinion in the organisation would you seek?
»»What are you currently doing to foster a CASE STUDY: Organisation X is a not for profit with a happy and healthy work place. Employees and people external to the organisation could see a positive culture, the evidence of which were low staff turnover, high levels of engagement in staff development and training initiatives, including a leadership programme (which was available to all employees across the organisation), healthy and respectful
positive workplace culture?
»»Are there any risks or challenges regarding your current culture?
»»If so, what should you be doing (or doing differently) to handle these?
“ Culture Change That Sticks”, by Jon R. Katzenbach, Ilona Steffen and Caroline Kronley, Harvard Business Review, 15 August 2012, p.3. 2 “To Change the Culture, Stop Trying to “Change the Culture””, by Robert H. Schaffer, Harvard Business Review Blog, 6 December 2012. 1
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WORKLOGIC NEWSLETTER
Worklogic works with private enterprise, government departments, statutory authorities and non-profit organisations to contain the risk of inappropriate behaviour in the workplace. We specialise in preventing and resolving workplace disputes including bullying, sexual harassment, misconduct and discrimination. Our services cover the entire spectrum of managing and reducing the risks associated with inappropriate workplace behaviour: policy development and training, intervention to resolve conflicts, fact finding investigations, and tailoring appropriate measures to encourage appropriate behaviour in the workplace. PREVENTATIVE MEASURES • Workplace policy development, reviews, including HR audits • Developing and conducting training programs to help staff understand their responsibilities in the workplace, and the organisation’s expectations regarding appropriate employee behaviour. These programs include: - training for new staff as part of induction - interactive training for managers - interactive training for staff - contact officer training, - refresher sessions to re-enforce and clarify aspects of appropriate workplace behaviour, and - programs on effective people management processes to assist in containing the risk of inappropriate workplace behaviour
August 2014
Worklogic Pty Ltd Level 3, 620 Bourke Street, Melbourne 3000 www.worklogic.com.au [email protected] Melbourne Level 3, 620 Bourke Street, Melbourne, VIC 3000 Tel: (03) 9981 6500 Fax: (03) 9640 0742 Sydney Level 57, MLC Centre 19-29 Martin Place, Sydney, NSW 2000 Tel: (02) 9238 6169 Fax: (02) 9238 7633 Brisbane Level 19, 10 Eagle Street, Brisbane, QLD 4000 Tel: (07) 3303 8444 Fax: (07) 3303 8445
• Integrity Line - our secure and confidential whistleblowing forum for employees and other stakeholders, that enables individuals to register their concerns about inappropriate behaviour they may experience or witness in your workplace. FACT-FINDING SERVICES • Investigations (both fact finding and preliminary) • Audits in relation to employee complaints, discrimination, bullying and other areas of concern - a “health check” of your organisation against best practice benchmarks • Gathering and compilation of information for HR- statistics and reporting (i.e. EOWA) REMEDIAL STEPS • Mediations • Facilitated discussion to intervene and resolve workplace conflict in the early stages • Training for individuals in management techniques or regarding their own workplace behaviours • Risk management troubleshooting for HR and other management teams • Research and consulting projects, such as diversity and culture change programs, focus group facilitation and organisational surveys
Page 5
August 2014
NEWSLETTER
August 2014
WHAT IS CULTURE? Organisations such as Google are renowned for their strong workplace culture. Many articles and even movies have been dedicated to its open workspaces, collaborative approach to decision-making and active encouragement of innovation and cooperation. Can organisations create culture or does it just evolve? In this article, we discuss the importance of culture in organisations and explore some ways in which a positive culture can be fostered. WHAT IS CULTURE? Before we begin, we acknowledge the inherent complexity of ‘culture’ and the vast amount of international literature on the topic. We also acknowledge that in most organisations, ‘cultural goals’ are quite
specific: they might be striving to cultivate a culture of ‘quality’ or ‘winning’, ‘compassion’ or ‘competition’. For others, a culture of ‘continuous improvement’ or ‘conducive to feedback’ is the desired outcome. At Worklogic, we focus on the ethical, wellbeing and ‘conflict’ cultures of workplaces, and the consequences of cultural and ethical failures. When we are called in to address bad behaviour in the workplace, we often identify something about the culture which meant that employees felt comfortable to breach policies, to cover up failure and wrongdoing, and to persecute whistleblowers and vulnerable colleagues. We are particularly interested in what it is about workplace cultures which allow, enable and even encourage people to behave badly, but this article considers elements of positive workplace cultures.
By positive culture, we mean a culture which encourages staff to work constructively together, to care for each other’s wellbeing (or at least to avoid damaging each other’s wellbeing), to cooperate to achieve the organisation’s goals, and to maintain the organisation’s ethical standards. In this article, we discuss some principles and examples which are easily adapted to your organisation’s culture. We will also explore the risk factors which could lead to poor behaviour creeping into your workplace, and finally, suggest some take-away questions for you to consider in relation to your own workplace culture. CULTURE MATTERS A vital element of the culture of a workplace is the shared beliefs and values of a group. These beliefs and values will determine what is (and is not) the acceptable and encouraged behaviour within that group – what we are really striving for, and how we go about achieving our goals. Culture in an organisational context is vitally important. It defines boundaries, provides incentives and disincentives, and binds the members of a group to one another. Culture is critically important in a workplace and contributes to the long term success or detriment of an organisation. Peter Drucker’s well-known statement “culture eats strategy for breakfast” is oft repeated
What is Culture?
Page 1
WORKLOGIC NEWSLETTER
for good reason. Culture comes first and should be the priority: a great strategy without a positive workplace culture is pointless. Indeed, a strategy’s effectiveness depends on cultural alignment.
younger members watching and listening to elders and copying them; teaching and initiation by key members to new members; stories and myths; ceremonies and rituals; punishment and reward, conFor example, a workplace culture character- sistent reinforcement and identification of ised by optimism can have far reaching pos- the ‘outsider’; written standards, rules and so on. itive effects in times of change. Optimism In terms of workplace culture, people strengthens the employee’s resilience and causes the employee to build social support operate within national cultures, historic time frames and specific business segand other strengths to overcome obstacle ments. Not surprisingly, then, most he or she may encounter. Positive interactions among workers are proven to lead to businesses have two or three key stakebetter psychological health for employees. Praise tends to spawn confidence and innovation in work, and an optimistic approach to others. It is a powerful contributor to encouraging constructive rather than destructive work behaviours, and increasing resilience to minor irritations. In such an environment, praise and optimism are infectious. Demonstrated trust and pride in people will in turn encourage efforts which further build trust and confidence.
August 2014
holders (business owners/stakeholders, employees and employee representatives) who may not completely share objectives and thus not have a shared view of the ‘common good’. It can be a challenge to foster and perpetuate a positive work culture in these circumstances. CHANGING CULTURE Leaders in an organisation need to be able to have a clear understanding of what they are trying to achieve and a realistic view of where things currently stand. To achieve a real, measurable change in culture, it’s
Conversely, if a workplace’s culture is more orientated to criticism, blame, individualism or competition at the expense of others, will employees be open to change? Will they be flexible, adapt, be generous towards the organisation and work constructively to implement the change? Role modelling of the new way of being must clearly be lived “at the top”, before the rank and file employees will follow suit, and work supportively in return. FORMING CULTURE There are a number of ways in which culture in families and communities is formed and develops over time. They include
What is Culture?
Page 2
WORKLOGIC NEWSLETTER
August 2014
important to have the following:
• optimism and praise;
• Recognition of existing strengths to
• fun and humour;
build upon – there may be aspects of the existing culture which are positive and can be the foundation for broader improvements;
• A “start small” and then transform incre-
• building on passion (play to strengths
not weaknesses);
• grounded pride: personal, team
and organisational;
• accountability: where staff ask,”What can
KEY RISKS FOR BREAKDOWN IN BEHAVIOUR In our practice, we have observed that the following factors contribute to a breakdown in employee behaviour which then subsequently has had a negative impact on the culture of the organisation.
1. Change & threat: Changes to roles, accountabilities, reporting arrangements (including a supervisor’s changing ex• cross “silo” cooperation, engagement with pectations or expertise), status or grade customers and suppliers; can lead to a breakdown in behaviour • meaningful engagement; as can changes to enabling systems (IT • focus on wellness: health, fitness, rest, or processes). Similarly, changes in team • Effective resourcing – for example, if support and building resilience (personal dynamics with members leaving or new safety is said to be a priority, this should and organisational); members arriving, especially if team be reflected in the allocation of resources; • strong conflict resolution skills throughout has been unchanged for some time, can • Rules, policies and processes – which are the organisation; have a significant impact. The risk of implemented consistently by everyone redundancy or pay reduction can also • individual self-awareness: style, values, and reflect the organisation’s values; de-stabilise. behaviour, impact; • Effective communication – in both words 2. Supervision: A great supervisor is a • safe and sought after 360 feedback; and action; wonderful thing and can make a hugely • discussion and measurement of ‘how positive impact on an organisation. In • Training and education – opportunities for things get done round here’; contrast, supervisors who are remote or staff for ongoing professional • risk management strategies for times absent, unavailable or ineffective, unreadevelopment as well as regular reinforceof stress. sonable and/or micro managing can pose ment of the organisation’s expectations Let’s turn now to what can jeopardise or serious challenges for an organisation. and values; threaten a healthy workplace culture. 3. Lack of peer support: It can be difficult • Role modelling – particularly those who for new employees to an organisation or are in leadership positions, as well every business unit to feel connected. Likewise, level of staff; a person in a minority (age, gender, sexu• Strategic recruitment – ensure recruitality, nationality, ability, education) in an ment questions/screening are designed in otherwise homogenous team may face such a way as to identify people who will challenges if that culture is not welcomcomplement and enhance the culture that ing and inclusive of diversity. is being developed. mentally – wholesale, abrupt changes can do more harm than good. Smaller, visible and tangible accomplishments initially can develop a new level of confidence and provide a sound foundation for further changes;
WORKPLACE CULTURE: WHAT ARE WE WORKING TOWARDS? At the individual, team and business level, a positive workplace culture will be characterised by:
What is Culture?
I do about this?”;
4. Performance pressure can result from any or a combination of the following: • role or accountabilities unclear
or undeliverable
• role conflict where accountabilities
Page 3
WORKLOGIC NEWSLETTER
overlap or compete with other • over large workload, shortage of
support staff or other key resources
• tight, unreasonable or changing
deadlines
• if new to a role, learning and prior
experience are not valued/valuable
• informal performance management
process or under threat of same
• organisation in financial strife or under
takeover/closure threat
• bonus targets at risk (where bonus
payment material to the individual)
5. Personal stressors including substance addiction, financial problems, the death of a family member, divorce, loss of custody, serious illness in family or a relocation can have a significant impact on employees and, in turn, the culture of the workplace.
August 2014
“on time on target” this can be a significant stressor.
working relationships and low levels of internal conflict.
9. Personal Style: Aside from the usual differences of personality, employees with more extreme styles of personalities can take their toll on organisations. This may include individuals with poor emotional maturity (e.g. uncontrolled outbursts of anger/frustration/upset); extreme Type A personalities who focus on task to the complete exclusion of relationship; past trauma or current dysfunction which they have not dealt with; and those with a strong rejection of management and authority. Such individuals may also be seen as ‘experts’ in their field or otherwise ‘special’ (such as volunteers or people who are driven by a cause).
Following a restructure brought about by a financial downturn, the training and development budget was slashed and the leadership programme terminated. HR noticed that, following these changes, there was less collaboration across the organisation and the beginning of a silo mentality. Eventually, with less opportunity for development and reflection of work practices, employees became less respectful and collegiate in their interactions and interpersonal conflict increased. Staff turnover increased dramatically, and valuable corporate knowledge was lost.
6. Job Stress: This may be caused by the management of high conflict or emotional situations, being under-employed or by being required to do boring, repetitive or menial work. 7. Fatigue compromises employees on a number of levels and can be caused by excessive emails, jet lag, late night teleconferences, failure to take annual leave/high leave balance, consistently working long hours, end of financial year or other business peak workloads, changes to shift patterns, pregnancy, new baby and long term chronic illness or injury to self or a close family member. 8. Environment: Environmental factors in and around the work place can affect employees as well whether it be from noise, crowding or being too hot or cold. When technology does not function
What is Culture?
KEY TAKE-AWAYS How people approach their work is significantly affected by the culture which exists, and which they in turn contribute to. Here are some questions for you to ponder:
»»How would you describe the culture in your organisation?
»»If you are having trouble doing this,
whose opinion in the organisation would you seek?
»»What are you currently doing to foster a CASE STUDY: Organisation X is a not for profit with a happy and healthy work place. Employees and people external to the organisation could see a positive culture, the evidence of which were low staff turnover, high levels of engagement in staff development and training initiatives, including a leadership programme (which was available to all employees across the organisation), healthy and respectful
positive workplace culture?
»»Are there any risks or challenges regarding your current culture?
»»If so, what should you be doing (or doing differently) to handle these?
“ Culture Change That Sticks”, by Jon R. Katzenbach, Ilona Steffen and Caroline Kronley, Harvard Business Review, 15 August 2012, p.3. 2 “To Change the Culture, Stop Trying to “Change the Culture””, by Robert H. Schaffer, Harvard Business Review Blog, 6 December 2012. 1
Page 4
WORKLOGIC NEWSLETTER
Worklogic works with private enterprise, government departments, statutory authorities and non-profit organisations to contain the risk of inappropriate behaviour in the workplace. We specialise in preventing and resolving workplace disputes including bullying, sexual harassment, misconduct and discrimination. Our services cover the entire spectrum of managing and reducing the risks associated with inappropriate workplace behaviour: policy development and training, intervention to resolve conflicts, fact finding investigations, and tailoring appropriate measures to encourage appropriate behaviour in the workplace. PREVENTATIVE MEASURES • Workplace policy development, reviews, including HR audits • Developing and conducting training programs to help staff understand their responsibilities in the workplace, and the organisation’s expectations regarding appropriate employee behaviour. These programs include: - training for new staff as part of induction - interactive training for managers - interactive training for staff - contact officer training, - refresher sessions to re-enforce and clarify aspects of appropriate workplace behaviour, and - programs on effective people management processes to assist in containing the risk of inappropriate workplace behaviour
August 2014
Worklogic Pty Ltd Level 3, 620 Bourke Street, Melbourne 3000 www.worklogic.com.au [email protected] Melbourne Level 3, 620 Bourke Street, Melbourne, VIC 3000 Tel: (03) 9981 6500 Fax: (03) 9640 0742 Sydney Level 57, MLC Centre 19-29 Martin Place, Sydney, NSW 2000 Tel: (02) 9238 6169 Fax: (02) 9238 7633 Brisbane Level 19, 10 Eagle Street, Brisbane, QLD 4000 Tel: (07) 3303 8444 Fax: (07) 3303 8445
• Integrity Line - our secure and confidential whistleblowing forum for employees and other stakeholders, that enables individuals to register their concerns about inappropriate behaviour they may experience or witness in your workplace. FACT-FINDING SERVICES • Investigations (both fact finding and preliminary) • Audits in relation to employee complaints, discrimination, bullying and other areas of concern - a “health check” of your organisation against best practice benchmarks • Gathering and compilation of information for HR- statistics and reporting (i.e. EOWA) REMEDIAL STEPS • Mediations • Facilitated discussion to intervene and resolve workplace conflict in the early stages • Training for individuals in management techniques or regarding their own workplace behaviours • Risk management troubleshooting for HR and other management teams • Research and consulting projects, such as diversity and culture change programs, focus group facilitation and organisational surveys
Page 5
