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Create sustainable, high-performance cultures and impact the world.

Organizational Culture: The Memory of an Elephant

By Catherine M. (Cathy) Perme

A number of years ago, I got a call from a CEO of a high-tech firm that was having difficulty executing strategy. According to him, every fall the executive team went off on a high-powered retreat to do strategic planning, only to come back a year later with very little of it having been accomplished. At this point the market was catching up with them, and they needed to be much more nimble and innovative to compete. After several years of trying different facilitators, the CEO began to realize that perhaps the problem was with them. And perhaps it had to do with their culture.

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“Bad Behavior” at the Top?

By Janet Szumal, PhD

Bad behavior at the top is apparently “in.” The New York TimesWall Street Journal, and the Atlantic, just to name a few, have all recently published articles highlighting the short-term, self-serving, aggressive behavior of esteemed as well as not so widely-respected top leaders1. Is something fundamentally or inherently wrong, deficient, or even derelict about the people who hold top positions in certain organizations? Or is the ever spreading “leadership crisis” really just a function of how leaders are selected, developed and rewarded? We take the position that it is the latter.

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Employee engagement remains a hot topic among organizational leaders and consultants, and is often regarded as an upstream indicator of organizational performance. Gallup’s nationwide survey of employee engagement found the percentage of U.S. employees engaged in their jobs averaged 31.5% in May 2015—about the same as for the year 2014. This result is of concern because it’s assumed that engaged employees are “involved in, enthusiastic about and committed to their work” and are “strongly connected to business outcomes essential to an organization's financial success, such as productivity, profitability and customer engagement”.

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This is the second post from a discussion between Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world. The discussion resulted in 12 key areas of common ground across qualitative and quantitative culture assessment and development approaches.

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What happens when you have a discussion with Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world? It was exciting to see this discussion unfold to a point where both were “blown away” by the amount of agreement and “common ground” that exists between the approaches they advocate.

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Create Constructive Cultures and Impact the World

By Robert Cooke, Ph.D.

Over 30 years of research across thousands of organizations using the Organizational Culture Inventory® has shown positive relationships between Constructive cultural norms (that is, expectations for members to behave constructively in order to “fit in”) and motivation, engagement, teamwork, quality, external adaptability and, ultimately, profitability.

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