Management literature is filled with guidance and case studies on how to change organisational culture. Some view culture as an overarching descriptor of ‘how we do things round here’. Others view it as a shared underlying belief system that influences behaviour and practice.
I think there’s some truth in both these viewpoints. They point to the shared nature of culture, that is, it includes the individual yet extends beyond towards a group: its values and ways of acting. It’s this shared dimension that differentiates culture from individual thinking or behaving.
Yet it still feels like something is missing. Culture is a felt experience. Observing culture, studying it, analysing it, isn’t the same as directly experiencing it. It’s something about what it feels like, what it means personally, existentially to be part of something bigger than myself.
And yet it isn’t just something I feel. It’s about a mood, a shared experience, something we within the culture feel, together. It’s an intangible phenomenon, a group dynamic, that feels tangible. It guides us, moves us, motivates us in subconscious ways that feel natural and mysterious.
This is one of the reasons why culture change programmes are so problematic. If culture was simply about thinking or behaviour, it would be possible to devise methods that motivate and enable change in these areas. In some situations, that may well be all that is needed.
In transformational change, however, we must pay attention to deep rooted existential issues, psychodynamic and social psychological phenomena, cultural climate and experience. It’s about working-with, certainly not doing-to, and that demands humility, wisdom and patience.
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