Organizational Culture

Now we will move on to a more complex and abstract structure within organizations—culture. Despite its complexity, understanding culture is very important, as it significantly impacts your experience and success.

One of the earliest definitions of culture comes from Edward Tylor in 1871. He said that culture includes “knowledge, belief, art, morals, law, and customs” (Condon & LaBrack, 2015, p. 191). Condon and LaBrack likened the term culture to the terms health or weather in that they are “ongoing processes” (p. 191). Kuper et al (2017) described culture as “a pattern of basic assumptions that have come to be considered valid and are implicitly taught to new group members as ways to feel, perceive and behave” (p. 163). According to Edgar Schein, organizational culture is, “the pattern of shared basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (Schein, 1985)”. In other words, an organization’s culture is like a big web of beliefs, values, behaviors, and unspoken assumptions that people in organizations share. Organizational culture is important because it guides daily decisions and influences how people interact within it. Tangible rules, goals and equipment show just a small part of what’s important in getting things done in an organization (Cocozza, 2023).

Learning organizational culture can be challenging for many reasons. Organizational culture is complex with unwritten rules and subtle nuances that are not immediately apparent. Most organizations do not explicitly communicate cultural norms, leaving new employees to figure them out on their own. Just when you think you are figuring it out, you will discover that culture can vary significantly between different departments, teams, or even locations within the same organization. Asking questions about priorities, values, expectations, and assumptions (that are invisible yet are constantly influencing work activity) can help you learn about the culture you are in.

Organizational culture provides a framework for thinking about what is expected in terms of behavior, communication, and work practices. Examples of “invisible” artifacts of organizational culture could include things like how early to arrive before work and how late to stay, when and where to eat lunch, whether folks tend to gather socially, whether they would feel comfortable with you asking for sponsorship for a walk-a-thon you’re entering, how long a task should take and how ‘well’ it should be done, how you should act on video calls, and whether people prefer in-person communications or email and team messaging apps. Understanding organizational culture offers numerous benefits, including determining whether the organization is a good fit for you, knowing how to interact and collaborate effectively with colleagues, navigating processes smoothly, and making the right choices when prioritizing tasks and making decisions.

When you join an organization, practice your cultural anthropologist skills and deeply study what goes on there. Discuss culture with your supervisor after you have had time to get settled because values and priorities may be easier to understand after you have been at the organization for a while. It’s not about changing who you are to fit in, rather, it’s about aligning your workplace behaviors with the systems already in place. This underscores the importance of asking questions about values and culture before joining an organization to ensure it’s the right fit for you.

A framework to help think about it

The cultural elements listed below, drawn from Driscoll (2018), are often interconnected. For instance, you can gauge what an organization values by listening to stories and learning its history. Even small things, like unwritten rules or casual coffee break chats, can reveal a lot about the culture. Here’s some things to look for when trying to understand an organization’s culture.

1. Values: These are the common beliefs and priorities of a group of people. They underlie all observable manifestations of culture. Examples could include priorities like creativity, risk-taking, cooperation, customer service, well-being, loyalty, or accountability. Values can be inferred from what the organization rewards, the types of individuals drawn to the organization, everyday rituals, and stories etc.
2. Symbols: These may be used to represent the organization (colors, logos, font) or be part of the set up (open doors, office design). Symbols can often be interpreted differently by insiders and outsiders.
3. Stories: These are narratives (formal and informal) that members tell, and newcomers hear. Stories contain lessons and morals and can be important to socialization. They can be about the past or future, managing reputation, or establishing organizational heroes.
4. Language: This refers to the particular vocabulary or terms used by members of the organization, as well as specialized nonverbal gestures and signs. Language distinguishes insiders from outsiders.
5. Rituals: These are both planned and spontaneous events that contribute to an ‘official understanding’ for members (these can be stated or implied). Examples include after-work meet-ups, award functions, retirement parties, coffee break chats, performance evaluations, holiday celebrations, and collective bargaining.
6. Rules: These are organizational norms that tell what behavior is preferred. Examples include how to talk during a meeting, interaction norms during performance reviews, greeting expectations, and conflict management norms.
7. Communication Style: This is a collective preference for certain communication forms: oral/interpersonal, written/formal documentation, and electronic. Each form speaks to different underlying values such as personal contact, standardization of procedure and documentation, or speed and ease.
8. History: This involves knowledge of the purposes of an organization’s founding, how it has evolved over the years, and information about the founders. History offers great insight into persisting organizational patterns or resistance to change. Hints about history can be embedded in stories, rituals, and artifacts purposefully displayed.
9. Place: Organizations are products of their environments, as well as entities that shape their environments. Where the organization is located and characteristics like population size, degree of diversity, and economic conditions for example, can influence the organization’s culture.

When you join a new organization, keep in mind that you may have habits and expectations from past organizational cultures that you don’t easily notice. Try to bring these to the surface and consider how they align, or don’t, with the new culture. Your success and comfort in an organization will be determined by your ease of navigation. Depending on how well you understand and work within your new culture, your impact can be amplified or derailed.

Opportunity for action and change

When you join a new company, understand that you’re entering an ongoing “conversation” shaped by the existing organizational culture. It’s important to learn that culture. At the same time, you can also reflect on the kind of culture you want to help create.

Recognizing cultural nuances allows you to adapt your communication style and find ways to assert your agency in a manner that aligns with the organization’s norms When a culture encourages open, transparent communication, employees feel more comfortable expressing their ideas, concerns, and solutions. This can foster a sense of autonomy, as people feel empowered to contribute meaningfully without fear of repercussion. A supportive culture that values feedback and encourages skill development allows individuals to grow their competence and feel more capable in their roles. A supportive culture promotes a sense of relatedness as well, as employees are more likely to feel connected to their colleagues and the organization when there’s a strong, positive communication flow.

A culture that prioritizes ethical behavior, fairness, and respect for all employees contributes to a healthy work environment where individuals can thrive. It ensures that decisions are made with integrity and that employees feel valued and treated equitably. This not only supports personal well-being but also enhances organizational success by fostering trust and commitment among employees.

You can spend time thinking about how to contribute to aspirational communication. Spend time observing the cultural dynamics of your organization. Pay attention to how communication flows, how decisions are made, and how people interact with each other. Focus on building strong relationships with your colleagues. Understanding the cultural context can help you connect with others more effectively and enhance your sense of belonging. Regularly reflect on how the organization’s culture aligns with your own ethical values. Consider how you can contribute to a more ethical and supportive workplace environment. Reflect on your own behaviors and how they align with the organizational culture. Finally, don’t hesitate to ask questions about the organization’s values, norms, and expectations. This will help you gain a deeper understanding of the culture and how you can navigate it effectively.

Reflection

Reflect on the existing organizational culture you are entering. Consider the values, norms, and behaviors that define this culture. Consider how the culture interacts with human needs for autonomy, competence, and relatedness (as we talked about in the mindsets chapter). Think about how communication happens within the organization and what the unspoken rules might be.

Analyze what the existing culture means for you as a new member. Identify how your skills, experiences, and values align with or differ from this culture. Consider what unique perspectives and contributions you can bring to the organization and its culture. What do you believe is the right ethical culture? How can you contribute to a culture of wellbeing? How can you address the human need for autonomy, competence, and relatedness in your interaction with the culture?

Plan your next steps. Think about how you can effectively integrate into the culture while also contributing to it. Reflect on how your communication and actions can help shape the culture in a positive way. Set specific goals for how you will navigate and influence the organizational culture moving forward. Reflecting on your professional and personal identity, how do your choices and actions within this organization shape your self-concept and aspirations?

Activity

Although it is very important to note the extensive list above, this list of four aspects of organizational culture to pay attention to when you join an organization is drawn from Church and Conger (2018). Take notes under each of the four categories:

Understanding Relationship Dynamics: Organizations have different approaches to building relationships and collaborating. When you start a new role, it’s important to figure out whether building personal connections is essential before asking for help, or if you can simply reach out to key contacts when needed. Observe how your colleagues work: Do they prefer meeting face-to-face, working independently, or do they work from home? Are they open to meetings and teamwork? Understanding these dynamics will help you build relationships, connect with the right people, and collaborate effectively.

Observing Communication Styles: As you settle into your new role, pay attention to how people communicate in the organization. Is it more formal, or do things happen spontaneously? It’s a good idea to check in with your manager to understand what’s expected and get advice from colleagues. In some places, you might need formal approval before reaching out to senior staff, while in more relaxed settings, direct emails could be the norm. Notice whether information in meetings is detailed or summarized, and how discussions are handled, including how leaders respond to suggestions. These observations will help you figure out the best way to communicate and connect with others.

Navigating Decision-Making Processes: Decision-making looks different in every company. Some places rely on meetings to make decisions, while others might handle things more informally or offline. Pay attention to whether decisions made in meetings actually get put into action or if more steps are needed, which could suggest there’s an informal process at play. Notice if certain people usually make the final call—this can help you figure out who you might need to persuade down the line. If disagreements are often avoided for political reasons, think about how you can influence key players later on. It’s also important to understand whether the company favors quick decisions or prefers to take time for detailed analysis, and how that matches up with your own decision-making style.

Work Culture and Individual Contribution: Different organizations have distinct approaches to work, ranging from individualistic to collaborative. Individualistic workplaces often celebrate personal achievements and offer rewards based on individual performance. In contrast, collaborative environments focus on shared goals and group performance. Pay attention to how work is discussed in meetings—using “I” in a collaborative setting might mark you as not a team player. Observe how rewards and recognition are distributed to understand the balance between individual and group contributions.