A deeper dive into the aspects that shape behaviour, and therefore action, points to areas that operate below the surface. The “iceberg” analogy is useful here in that it describes processes operating beneath the surface that shape everyday action at work. What truly determines your actions in a work setting has little to do with the words on a wall or the quarterly goals set before you.
Behaviour at work is shaped by perception yours, and your coworkers, as to what is safe to do, and what is deemed dangerous, or not safe. The role of the unwritten rules plays a significant part in forming the actions taken. Shared assumptions produce a realm for action as well. Tradition exemplified in the phrase “we have always done it this way” has a significant role where behaviour is concerned.
To shape or influence an organizational culture requires that the areas that are hidden, and which are in play in manipulating behaviour, do need to be brought up and fearlessly addressed. The question that arises is the method for doing just that.
What have you found that works to bring about cultural change taking into account the above areas?
Business Change & Transition Specialist, Marie-Helene Sakowski at firstname.lastname@example.org