Paper Impacts Culture

The culture of an organization can be discussed in terms of an intersection and interaction between three basic elements: People, Program and Paper. In this post I would like to think about the role that Paper plays in the creation and formation of organizational culture.

One of the aspects that brings stability to an organization is the group of foundational documents created by the company to define its purpose and mission. These documents, written for all stakeholders to embrace, provide many rocks of solidarity. The mission statement expresses the reason for existence; the core values announce the ethical position of a company; the vision statement paints the picture of an anticipated future reality, corporate convictions communicate the ultimate priorities of the corporation. Some organizations adopt a constitution and by-laws that govern the actions and decisions of the group.

Out of these documents flow a secondary paper source that is often less philosophical/general and more practical/personal for employees - handbooks and manuals, contracts and agreements, job descriptions and assessments, organizational charts and lines of authority. Another set of written communication grows out of these employee documents that touch the lives of stakeholders – newsletters, emails, web pages, marketing materials.

In our world of technology and connectivity, there continues to build an abundance of attempts to establish relationships. Because a document can be sent to thousands all at the same time by the push of a button, it is imperative that the many words of an organization agree. For example, the newsletter sent out by the third grade teacher must reflect the guidelines found in the parent/teacher handbook; and those guidelines must accurately interpret the administrative policy manual which, in turn, must be firmly based on the corporate convictions of the institution.

Contradictions and conflicting statements issued by the same organization can cause havoc with stakeholders within and outside of the institution. Paper and practice must be two sides of the same coin. An organization must act on its statements and accurately state its actions. A disconnect between documents adds to confusing and even damaging decisions.

Culture is created amidst the interaction of documents. Agreement and consistency between documents creates a solid and stable culture. Tensions between documents breed a lack of trust and confidence. Great care needs to be taken to review existing documents and to craft new communication reflecting a consistency to the mission of the organization.