People Create Culture

The culture of an organization can be viewed as the interaction between and within three elements: People, Program and Paper. It is this dynamic interaction that serves as catalyst for culture. There will be conflict and tensions between and within these elements and the resolution of these interactions create a climate and a culture that permeates and defines an organization. Let's look at an example of this culture forming interaction in the area of People.

In a typical organization there are levels of management (leadership) through which authority flows. The lines of authority are often straight and clean with the “chain of command” obvious; But often the lines are blurred and the interactions between people occur at various levels. The avenues of verbal exchange and emotional interactions lead to a multitude of relationships.

The dynamics of relationship between the CEO and Middle Management are critical for creating positive culture, but the interaction within Middle Management can destroy or edify that culture. A superintendent might have positive, encouraging and collaborative channels with his/her principals, but if there is in-fighting, political positioning, selfish ambition and/or petty arguments between principals, the collegiality established at the highest level is rendered useless by the middle management.

When conflict arises between members in the workforce (whether in a faculty or in a work team) the method utilized by management to resolve that tension, sets a climate throughout the organization. No matter what the organization, conflict will present itself. Culture is not created by avoiding conflict, but by how the conflict is resolved. Because of the nature of man, personality differences and individual perspectives will create tensions and disagreements. In fact, for innovation and creativity to thrive there needs to be a healthy tension and exchange of ideas and viewpoints. Culture is realized as the organization sets out to resolve those points of debate and disagreements.

The people of an organization are a mixture of the extrovert and the introvert; the sanguine and the melancholy, the passionate and the compliant; the bold and the shy. Those with a strong resolve and an articulate tongue can easily offend the sensitive soul. The lion can intimidate the dove. The loud and fail to listen to the wise. The power and the dangers of personal relationships can build or crumble an organization. The dynamic of the interactions between/among the personnel of a company can define its success or failure. A great product, and outstanding program, and solid business plan can all go up in smoke if the people are out of step with one another.