Building a Strong Organizational Culture

In a cause-and-effect system, problems can be solved. Yet, organizational culture is not a problem that can be fixed.

It is an emerging phenomenon that needs to be developed.

Traditional leaders view everything as a factory where working hard and long enough can solve any problem. Leaders and teams must understand that how we work is a human-made construction that can be changed.

Every organization has a purpose, but not all ensure their purpose is visible at every level.

The team’s purpose should serve the same function as the organizational one. Legacy organizations use measurements to control and often penalize weak performance. The sense at the top is that compliance is needed, but the reason at the bottom is that leadership does not trust anyone.

Dealing with complexity is a challenge for bureaucracies.

Leaders and teams must understand that their work is not set in stone but a flexible construct. Instead, using metrics to make decisions and take action is essential. A clear purpose enables freedom and autonomy by ensuring consistent action.

In today’s job market, workplaces are complex and competitive.

It is challenging to lead an organization toward a future where managers have less control than they do now. How can people who are used to being managed learn to self-manage? How can organizations that rely on planning and management recognize that there are better ways to manage risk? How can leaders who value their status and position realize their power doesn’t define their worth? These are some of the difficult questions.

Culture cannot be designed or controlled, but it will emerge.

[¹]: Brave New Work: Are You Ready to Reinvent Your Organization?