As learned last week, culture can influence behavior, and culture is often fueled from the top, i.e., leadership. Further, there are underlying assumptions about culture, e.g., its fortitude. Even with consistency among cultural assumptions, there are distinct differences in culture styles. HBR found that regardless of a company’s size, industry, or geography, there are two primary attributes or dimensions that remain the same. These dimensions are people interactions and response to change. [I did say I would dive into the cultural styles this week, but that will have to wait until I define these dimensions further!]

People Interactions

People interactions define a company’s tendency to place priority on independence OR interdependence.

• Does the organization value collaboration, relationship management, and the coordination of group processes/effort? Then it classifies as an interdependent-heavy structure.

• Does the organization focus on competition and stress the value of autonomy and individual contribution? Then it classifies as an independent-heavy structure.

Note: Interdependent organizations and independent organizations can be more thoroughly defined and understood by global cultural differences as well, even if the company is state-side.

The point here is that people define and create culture (not just one person does this – but the majority), and it is the dynamics of interpersonal communication that will dictate an overarching feel of the organization.

Response to Change

Change can be daunting. Psychologists Kurt Lewin and Edgar Schein researched the topic in detail and peeled back the layers of complexity. In short, it is human nature to resist change. It is even in our DNA to associate evolution with danger. But, the good news is once we know our brains react this way, we have the power to overcome the hesitancy to the thing we fear. Looking back to how change influences culture: some cultures place great importance on stability. Stability encompasses consistency, transparent structures, hierarchy, and processes. Other organizations favor flexibility, receptiveness to change, innovation, and openness.

It is no surprise that change resilience is a crucial dimension to culture. Will change shake the organization at its core, or will the organization as a whole see opportunity in change?

Under the dimension framework of people interactions and response to change, it is clear how organizations’ cultures vary. Where does yours fall? If you are aiming to change a culture – or even better: define your culture – it is necessary to grasp what aspects of these dimensions are exuded, practiced, and/or preached.

Cultural styles – and the advantages/disadvantages, are up next week. (For real this time!)