Understanding Organizational Culture

Guest post by: Roger Ingbretsen
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Culture is the set of values, norms, practices and behaviors that an organization uses to define and shape its day-to-day activities. Culture conveys the feeling of a pervasive pattern of organizational life and a set of acceptable norms. These patterns of organizational culture and values emerge and manifest themselves in three complex levels: (1.) The level of deep tacit assumptions, the shared, unconscious beliefs, thoughts and feelings that are the very essence of the organizational culture; (2.) The level of espoused beliefs such as the written company values statement, which most often reflects how the organization wants to present itself; and (3.) The actual day-to-day behavior or how the organization typically presents itself, which is a complex compromise between the deep tacit assumptions and the espoused beliefs, modified by the requirements and pressures of the immediate business situation.

The overall complexity of these three stated levels are colored by all of the organizational and individual beliefs, feelings, emotions, wants, desires, dreams, talents and opinions – expressed and suppressed. All of these factors contribute to the chaotic nature of what we call “organizational cultural behavior.”

An excellent approach to understanding the “real” organizational culture is to see it as the language of day-to-day feelings expressed through the individual and collective beliefs, gestures, words and actions of its members. This real organizational culture does not occur or evolve simply as the result of prominently displayed words. Culture evolves because of the actual behaviors and actions of all members of the organization – particularly those in leadership positions.

A carefully thought-out set of cultural values, lived, taught and orchestrated by all individuals especially those in leadership positions, is key for enhancing the organizations ability to realize its true potential. However, an excellent culture is only sustained over time when the majority of stakeholders in the organization demonstrate the desired behavior by setting the example. To that end, it is the responsibility of leadership to grow and evolve the organizations’ culture along with the full participation of those they lead.

Culture is very much about the values and behaviors that show up in the conversations we have with our customers, our co-workers, and ourselves…“when no one is watching.” They form the essential definition of who we are collectively and individually. That is, there is no such thing as the private person and the public person –the person we are away from work and the person we are at work. The person we bring to work – our attitude, behavior and action – is the way we show up at work. It is that person, who must be aligned with the purpose of serving the customer (both internal and external) like no one else.

Our individual cultural values are not simply a “suit of clothes” we put on, but rather who we really are. Our cultural values are the personal and powerful messages we send when living our values rather than merely stating them. This is the reason it is so important bring into an organization only those people who possess the values, behaviors and attitude, which supports the organizations desired culture.

A guiding purpose of an organization should be to deliver genuine value to the customers they serve. They should do this by providing innovative solutions and solid customer service in a manner that rewards the customers, employees, investors and other stakeholders. An organization should be grounded in the fundamental belief that they must consciously and consistently treat every customer and every person associated with the organization with utmost dignity and respect.

Above all, an organization must believe in the talent and leadership of its employees at all levels to create and deliver solutions that will set the standard for excellence and customer value, now and in the future. To that end, the organization must commit itself to fostering a culture that is at the same time both open and disciplined. The organization must be disciplined enough to develop a work environment that encourages a pioneering spirit, embraces the full meaning of diversity, recognizes and rewards dedication and inspires high performance. Such an environment serves the needs of customers, employees, their families and the communities in which they live.

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About the Author: Roger Ingbretsen

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Roger has a Masters degree in Organizational Leadership, from Gonzaga University, a dual undergraduate degree in Economics & Business Administration, from Park University, an AA degree in Business, as well as 1,500 certified hours of training in technical disciplines. He’s had over forty articles, numerous white papers and two books and two eBooks published.
Roger is a member of the International Coaching Federation. Additionally, he has completed many professional training programs attaining numerous certifications, a few of which include: The Harvard Law School “win-win” negotiation process, the Center for Creative Leadership “360-Degree Feedback” evaluation process and “Coach the Coach” program, the Zenger Miller “Team Training Certification Seminar” and “Executive Coaching” practices from the Professional School of Psychology, California. He is also a qualified administrator of the Myers-Briggs Type Indicator personality inventory.

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