Mercer & Company
Fear & Trust are two of the biggest threats to production. Current professional times encapsulate an environment where employees have too much fear of being wrong, and not enough trust in them to be right.
Over the past decade 74% of employees mention that the work they are directly responsible for is not especially challenging, their organizational culture is the number one difficulty that employees encounter on a day to day basis. A broken organizational culture makes everything else more difficult from organizing projects, to getting critical approvals, to communicating, to executing goals, to solving problems, and getting things done to move forward.
There’s no reason for work to be so hard. Far too often a company’s broken culture is to blame because of the bureaucracy, the politics, micro-management, antiquated rules, an utter lack of transparency, a definitive fear that is constantly flowing, ulterior motives, and a multitude of other problems that are obvious to an objective eye
Mercer & Company
Multiple times over the existence of a successful organization, the culture must be re-shaped in such a way that it’s ability to produce desired outcomes, is both maximized and streamlined.
It’s virtually impossible to do from within because the ability to remove biases is virtually non-existent. That’s where we come in. Rather than taking on the entire process we enable organizations to examine culture in such a way that reform efforts are almost always successful.
Why it is important?
Our process for objectively examining a culture is complex, multi-dimensional, and exploratory in order to establish a true understanding of what that culture looks like. We both simplify & re-define what it means to understand your organization’s inner culture.
Humans have a natural behavioral response that pre-disposes internal efforts to examine culture to be extremely biased based on individual preferences or ideas of what their culture looks like. It is the number one reason evaluation efforts can not be done effectively at all. People are resistant to change in organizations because it can be uncomfortable…it’s a natural and an outdated “given”.
Think of Newton’s first law of motion, friction is the largest barrier to change and people are the friction to evaluating and reforming culture.
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