Cultural development

Culture is always there and always in motion. It is an interplay of visible and invisible values, beliefs, habits and behavior. Major changes such as takeovers, mergers, reorganizations or sudden growth cause commotion. Especially when different ‘blood groups’ are merged. How does the merger of different cultures proceed? More often than not mixing smoothly into one new culture, the groups continue separately for a long time. I always think of the Rio Negro in Brazil, which only slowly, as if reluctantly, merges with the Amazon many kilometers after they meet (https://nl.wikipedia.org/wiki/Encontro_das_%C3%81guas).

It is good to reflect on this human capital. What are the (desired) core values of the organization? How are they aligned with mission, vision and strategy? Which behavior is (not) part of that? Is the organization a safe place for everyone to speak out, to learn from their mistakes or to hold people accountable?

In a joint process we look at what is going well, what could be improved and how we can achieve that. In a way that is created by and for all employees and is therefore supported by everyone.

The process:

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In a preliminary meeting we determine together what I will do
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I interview a number of employees, customers and/or other stakeholders
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I discuss an anonymized report with MT/management. And we determine the desired culture
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We will develop core values and behaviors in working sessions with (a selection of) employees.
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This is presented to employees and implementation is guaranteed

What does a culture development process deliver?

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Clarity among MT/management about values in line with mission, vision and strategy and what behavior is (not) associated with this
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Concrete and relevant values and behavior for all function groups in the organization, embraced by them because they have co-developed it themselves
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More of the good things, less of the bad
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A strict starting point that can be tested regularly

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What is organizational culture and how does a positive culture promote organizational performance?

There are so many ways to describe organizational culture, this is the one I like best: it is the set of unwritten rules, values and beliefs that play a role everywhere in the organization: in interactions between people, in decision-making, in the general behavior of employees. Just as a mosaic is composed of unique tiles, organizational culture is shaped by a combination of history, leadership, industry and all employees. It plays a crucial role in employee engagement, job satisfaction and the overall success of the organization.

Four Cultures by Quinn and Cameron
There are as many organizational cultures as there are organizations. However, there are clear similarities and differences in types of organizations. I personally find Quinn and Cameron’s model very useful and recognizable. It outlines four different organizational cultures, based on the degree of internally or externally oriented behavior and the degree of flexibility of the organization. Each culture has its own unique characteristics:

    1. Clan or Family Culture: Rooted in collaboration and personal relationships and commitment, this culture emphasizes teamwork, shared values and employee development. As Quinn and Cameron state, “Clan cultures focus on the human side of work.”
    2. Adhocracy Culture: Innovation and risk-taking drive this culture, which promotes experimentation and adaptability. Here the emphasis is on creativity and exploring new possibilities, as described by Quinn and Cameron: “Adhocracy cultures focus on creating the new.”
    3. Market Culture: A competitive and results-oriented culture that emphasizes performance and exceeding goals. This culture is about performance and delivering results, as Quinn and Cameron argue: “Market cultures focus on the results-oriented side of work.”
    4. Hierarchy Culture: Stability, control and efficiency are central to this culture. Structure, processes and well-defined roles are important, as expressed by Quinn and Cameron: “Hierarchy cultures focus on the structured side of work.”

Each culture brings with it its own norms and values that influence the focus of the organization, the way colleagues interact, how leadership is provided and how communication takes place.

Creating a positive organizational culture
A positive organisational culture promotes an environment where employees thrive, feel valued and committed. It is an atmosphere where collaboration, innovation and mutual respect are not only encouraged, but ingrained in daily work. This applies to every type of organization and every ‘kind’ of organizational culture.

The most important elements for a positive organizational culture are:

  1. Clear values and purpose: A positive culture starts with a well-defined set of values that align with the mission and purpose of the organization. When employees understand and endorse these values, they are more likely to feel connected to the organization and be motivated.
  2. Psychological safety: In short: fear fails. With employees feeling safe to voice their opinions and take risks you create strong teams with more engaged members and room for innovation.
  3. Inclusive leadership: Leadership sets the tone for the entire organization. Inclusive leaders promote equality and diversity in many ways, valuing different perspectives and creating a sense of belonging among employees. Leaders sept the example and play a very important role in organisational culture.
  4. Effective Communication: Transparent and open communication is a cornerstone of a positive culture. Regular updates, constructive feedback and active listening promote trust and cohesion among team members.
  5. Learn and Develop: A positive culture supports continuous learning and professional growth. When employees have the opportunity to gain new skills and knowledge, they feel valued and are more likely to contribute to their role.
  6. Recognition and Celebration: Recognizing and rewarding employees’ contributions strengthens their value to the organization. Celebrating successes (jointly) is very important. And openly discussing the (learning points from) failures increases both the psychological safety and the learning capacity of the organization.
  7. Collaborative environment: Encouraging collaboration across teams and departments fosters a sense of shared purpose and improves problem-solving skills.
  8. Work-life balance: Finding a good work-life balance is crucial to maintaining a positive culture. When employees feel supported in managing their responsibilities both at and outside of work, they are more productive and employee engagement is higher.

Creating a Positive Organizational Culture through Psychological Safety
Harvard professor Amy Edmondson is the founder of the concept of psychological safety. The way she denies it: “the belief that the context is safe for interpersonal risk-taking – that speaking up with ideas, questions, concerns, or mistakes will be welcomed and valued”.

And it fits seamlessly into all cultural dimensions of organizations as Quinn and Cameron describe. It is actually a catalyst for positive change within all organizational cultures. Psychological safety encourages open communication, promotes risk-taking, has the willingness to help, encourages feedback and creates a sense of connection and trust. As Edmondson aptly states, “Psychological safety is not about being nice. It’s about giving honest feedback, openly admitting mistakes and learning from each other.”

By integrating psychological safety into the core of every culture, organizations can unleash the true potential of their workforce. To look back at Quinn and Cameron’s 4 cultures: Whether it is promoting collaboration in clan cultures, stimulating innovation in adhocracy cultures, achieving excellence in market cultures or optimizing processes in hierarchy cultures , for me psychological safety is the cornerstone for growth, resilience and sustainable success.

When a business relationship unilaterally canceled existing agreements, this led to an immediate conflict situation and also to logistical problems. Petra first spoke to both parties separately. Based on this and by digging deeper, creative solutions emerged. Petra then organized a meeting with both parties. In this session a solution was jointly chosen and the sting was removed from the personal conflict.

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Professionally distant and at the same time intensely involved. This is how I experienced the coaching by Petra. During the outbreak of the coronavirus, I was overcome with intense fear. In three telephone sessions, Petra got me back on my feet, although she emphasizes that I did this myself. She literally guided me outside with (telephone) walking sessions. I can now breathe freely again, sometimes even cheerfully and carefree. Thank you Petra!

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The coaching I received from Petra has been a starting point for me on an endless journey through a beautiful world called ME. I have become aware that my own mindset and how I feel about myself determines my behavior and how I experience my fellow travelers. For me personally, this has resulted in a more natural balance as a person, not just as a professional or as a leader. I would like to give this gift to anyone who is ready and dares to look in the mirror with Petra.

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