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

To Impact Culture, Connect Where It Counts

By Jim Johnson

How many times have we heard someone complain, “We really need better communication around here”?

In fact, organizational surveys and commentaries on their results routinely cite the need for better communication to improve organizational climate, culture, and outcomes such as engagement. For example, a 2014 Gallup Poll1 revealed that fewer than 32% of US workers are engaged in their work. More sobering was the notion that nearly 1 in 6 is actively disengaged. Since we know that engagement is an outcome of culture, what does this tell us? Surely leaders didn’t set out to deliberately disengage a large segment of the people in their organizations.

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Win-Win-Win! Constructive Cultures Benefit Women and Men, and Organizations Too

By Aarti Shyamsunder, Ph.D. and Cynthia Emrich, Ph.D.

Masculine, “bro,” and hyper-aggressive workplace cultures have captured much media attention over the past few years. Whether focused on Silicon Valley or Wall Street, journalists describe the obstacles such cultures pose for women. We question two aspects of this basic storyline because it may lead organizations to believe they’re in a win-lose situation: “Who should we please—women or men?” So we asked these questions: Do such cultures exist only in high-tech and finance? And, are they problematic only for women? Catalyst research discovered that the answer to both questions is no. 

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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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