I hear a lot about organisational culture. It’s pretty trendy, and seems to be blamed for a full spectrum of ills at work. Makes sense, it’s nice and easy to point the finger at – “it’s just the culture around here.” It’s also not useful, because it makes whatever we’re talking about – lack of progress, hesitance to take risks, dysfunctional leadership - a nebulous, unsolvable problem without clear accountability. Here’s my take on culture: it’s a higher order need, and mostly an output.
Most of you will be familiar with Maslow’s Hierarchy of Needs, and the ascension of needs from basic to self-fulfilment. The idea is that you can’t start tinkering at the top unless the basics are taken care of.
I reckon organisational culture is a bit like self-actualisation. Here’s McKay's Hierarchy of Organisational Needs.
The evidence supports this, particularly when it comes to public service transformation. While service transformation is unlikely without culture change, the heart of culture change is organisational development and leadership development. Makes sense.
My take: Clarify your direction, align your systems, equip your leaders, build your capability, get your people in the right place (preferably in that order, or thereabouts)….. and then see where your culture’s at.