Interaction Creates Climate

The culture of an organization can be discussed in terms of an intersection and interaction between three basic elements: People, Program and Paper. People interact with other people – sometimes with harmony and unison; other times with tension and bitterness; other times with ambiguity and apathy, each interaction forming a distinct culture and climate.

Programs interact with degrees of priority and importance; timing and cooperation, conflict and value. Programmatic scheduling and the attention provided to the demands of various programs define a culture that impacts and often defines the organization.

Paper expresses the purpose and vision of the institution. The consistency (or its lack) of the contents of corporate documents provides a structure that calls for a certain culture. From foundational documents to the casual email sent in the name of the organization, paper greatly impacts the culture that is actually practices in the company.

But the catalyst that really defines culture is the interaction between the three basic elements. People interacting with the paper and the program. Program intersecting with people and paper. And paper colliding with programs and people. The triangular relationships that exist between these elements truly define an organization in practical terms.

I remember the first time I entered Dayton Christian High School (over 20 years ago) and there was an atmosphere that communicated community and a great sense of purpose. The interaction between teachers, staff, and administrators echoed the scripture hanging in the hallways. As I began to interface with the faculty and the students, it became obvious that everyone was committed to the mission of the school. Having read some of the fundamental documents of the organization prior to my visit, I was impressed that, at least on the surface, the atmosphere of the school seemed to mirror the philosophy on paper. There was an excitement in the classroom, the teachers' lounge and the administrative offices.

In contrast, I recently visited a large organization as part of a professional field trip. It became obvious as my group took a quick tour of the facilities, that there was a blanket of tension. The personnel was professional but curt and rather “silo”ed in focus. There appeared to be a lack of cooperation and the sense of collaboration was non-existent to the casual observer.

The culture of the organization is created in the crucible of the interaction between people, paper, and programs. Culture is most difficult to create because of the multiplicity of interactions that take place everyday. Most of the interactions are invisible and occur without conscious effort. Although many leaders spend a great deal of time in strategic planning hoping to create a positive company climate, most of culture happens in interpersonal relationships, document interpretations, and the execution of various programs within the organization.