Influencing organisational culture through communication

Narrative trap

People and organisations often get trapped in their own narrative without realising it. It is also possible to be trapped by or to be subdued by others’ narrative. For example, when a team resist a new idea by claiming there has been too much work already, even if potentially it could lead to a better clarity and an improvement. That’s why it is doubtful that team will pursue some moves against their own interest and that’s why we need managers.

Organisational Culture

There is usually some kind of gap between culture declared and factual culture (or rather values). Slogans may be dangerous for an open and healthy culture, especially if there is a significant discrepancy. A slogan: ‘our team is the best and work to the best of their abilities’ may look well in a leaflet and even generally true but if abused may be resisted as propaganda, or may become a part of ritual language. It may be also used in an ideological manner and it may effectively be a communication and an improvement stopper.

Procedural tools

Something like over 90% mistakes and problems at work are caused by a bad organisation but naturally, managers have tendency to blame workers if something goes wrong.

Procedures are not just to meet existing polices and requirements. They can be used simply to focus staff’s attention, to form a new habit, or to achieve control or additional data. Procedures standardise work. They may also have some negative effects, if abused.  

Supporting information flow and proactivity through delegating tasks

Let’s suppose you have a team of workers. Some of them are more proactive, with more acute sense of duty, so they do not shy away from doing something on their own initiative. Sometimes they will notice something which was caused or unfinished by other; less proactive (or maybe just busy with other tasks) workers. They will inform you about a problem and they will raise issues. How will you delegate such a task? What is likely to happen if you keep delegating problems only to those who inform you? Well, those active and caring people may rethink their attitude. They may start to think it is not faire; they may dislike finishing after others, they may feel being punished for their proactivity. In effect information flow and proactive organisational culture may be affected, there will be more faults, more complains, etc. Other workers may even benefit from their negligence. It may promote a “don’t see don’t tell” approach.

MG