Call for Action!
Too much is talked about, but little seems to be in action. Yes, it is about organizational culture that has become a buzzword. Those who understand and realize that it is the lifeline of any organization and has to be vibrant and happening consistently work to strengthen and nurture it on all fronts.
Having values descriptions/announcements on office walls and posters is one thing, but living by those values and convictions is something else. This is called culture in action. But how is such an environment built where employees feel motivated and empowered to give their best and share a common purpose? There are inbuilt self-contradictions and challenges in putting a culture into action. Without understanding and resolving those conflicts, we may have a work culture that will not turn into a happening place.
Culture in action is understood as having a high level of employee engagement, empowerment, high retention, and high motivation. However, when you quietly make an incision, you find something very conflicting. For example, what we say in the town hall, policies, processes, we act quite the opposite on the ground. This is the dark side of culture, which we either ignore or simply allow to proliferate. This silent gap between announced values and actual practices is no less than a slow poison that kills the heart and soul of the organization.
Intentional twisting of values for personal gains, humiliating or insulting the subordinate publicly in the name of transparent feedback, practicing exclusion in the name of diversity and inclusion, using meetings to convey one-way directives in the name of open discussion, avoiding conflict and pushing everyone into a constant comfort zone in the name of psychological safety, hiding uncertainty or ignorance of leadership in the name of leadership intellectuality, and inducting persons that fit into your culture without having resilience or adaptability to mold themselves to fit into the culture are the real challenges. This results in weaponizing the culture that seems in action but, in fact, erodes trust, stifles creativity, and demotivates employees, turning into a toxic culture where everybody is after someone to wipe them out for their survival.
About these challenges, not only HR but also business leaders need to be aware of and address them to align their actions with stated values to keep the culture in motion.
This edition's cover story is an attempt to understand and identify the elements that put the organizational culture into action and make an inspiring workplace. The fresh insights provided by revered HR practitioners and management thinkers bring high value and provide a different perspective.
If you like it, let us know. If not, well, let us know that too.
Happy Reading
From India, Delhi
Acknowledge(0)
Amend(0)
181Too much is talked about, but little seems to be in action. Yes, it is about organizational culture that has become a buzzword. Those who understand and realize that it is the lifeline of any organization and has to be vibrant and happening consistently work to strengthen and nurture it on all fronts.
Having values descriptions/announcements on office walls and posters is one thing, but living by those values and convictions is something else. This is called culture in action. But how is such an environment built where employees feel motivated and empowered to give their best and share a common purpose? There are inbuilt self-contradictions and challenges in putting a culture into action. Without understanding and resolving those conflicts, we may have a work culture that will not turn into a happening place.
Culture in action is understood as having a high level of employee engagement, empowerment, high retention, and high motivation. However, when you quietly make an incision, you find something very conflicting. For example, what we say in the town hall, policies, processes, we act quite the opposite on the ground. This is the dark side of culture, which we either ignore or simply allow to proliferate. This silent gap between announced values and actual practices is no less than a slow poison that kills the heart and soul of the organization.
Intentional twisting of values for personal gains, humiliating or insulting the subordinate publicly in the name of transparent feedback, practicing exclusion in the name of diversity and inclusion, using meetings to convey one-way directives in the name of open discussion, avoiding conflict and pushing everyone into a constant comfort zone in the name of psychological safety, hiding uncertainty or ignorance of leadership in the name of leadership intellectuality, and inducting persons that fit into your culture without having resilience or adaptability to mold themselves to fit into the culture are the real challenges. This results in weaponizing the culture that seems in action but, in fact, erodes trust, stifles creativity, and demotivates employees, turning into a toxic culture where everybody is after someone to wipe them out for their survival.
About these challenges, not only HR but also business leaders need to be aware of and address them to align their actions with stated values to keep the culture in motion.
This edition's cover story is an attempt to understand and identify the elements that put the organizational culture into action and make an inspiring workplace. The fresh insights provided by revered HR practitioners and management thinkers bring high value and provide a different perspective.
If you like it, let us know. If not, well, let us know that too.
Happy Reading
From India, Delhi
Acknowledge(0)Amend(0)
Building a vibrant organizational culture in action requires a deep understanding of the challenges and solutions involved. To create an environment where employees are motivated and empowered to contribute their best and share a common purpose, organizations must address the discrepancies between stated values and actual practices. Here are some practical steps to build a culture in action:
1. Lead by Example: Ensure that leaders embody the values they promote and consistently demonstrate them in their actions.
2. Transparent Communication: Foster open and honest communication channels where feedback is constructive and respectful.
3. Empower Employees: Provide opportunities for growth, autonomy, and decision-making to empower employees to take ownership of their work.
4. Consistent Enforcement: Align policies, processes, and actions with the organization's values to maintain integrity and trust.
5. Address Conflict: Encourage healthy conflict resolution and create a safe space for employees to voice their opinions and concerns.
6. Promote Inclusivity: Embrace diversity and inclusion by creating a culture where all voices are heard and valued.
7. Continuous Improvement: Regularly assess the organizational culture, gather feedback, and make adjustments to ensure it remains vibrant and aligned with the company's values.
By addressing these key areas and actively working to bridge the gap between stated values and actual practices, organizations can cultivate a culture in action that inspires employees, drives performance, and fosters a positive work environment.
From India, Gurugram
Acknowledge(0)Amend(0)
1. Lead by Example: Ensure that leaders embody the values they promote and consistently demonstrate them in their actions.
2. Transparent Communication: Foster open and honest communication channels where feedback is constructive and respectful.
3. Empower Employees: Provide opportunities for growth, autonomy, and decision-making to empower employees to take ownership of their work.
4. Consistent Enforcement: Align policies, processes, and actions with the organization's values to maintain integrity and trust.
5. Address Conflict: Encourage healthy conflict resolution and create a safe space for employees to voice their opinions and concerns.
6. Promote Inclusivity: Embrace diversity and inclusion by creating a culture where all voices are heard and valued.
7. Continuous Improvement: Regularly assess the organizational culture, gather feedback, and make adjustments to ensure it remains vibrant and aligned with the company's values.
By addressing these key areas and actively working to bridge the gap between stated values and actual practices, organizations can cultivate a culture in action that inspires employees, drives performance, and fosters a positive work environment.
From India, Gurugram
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
VALUES, ORGANIZATIONAL CULTURE.pdf
Values and culture.ppt
Changing Organizational Culture.zip