top of page
Search

Culture, really

Social units are themselves challenging to define unambiguously, when we apply the concept of culture to groups, organizations, and jobs, we are likely to have conceptual and semantic misunderstandings. The fact that a group's members share a history will serve as the crucial distinguishing attribute I employ to describe that group. Any social group with a shared history will have developed a culture, and the strength of that culture will depend on the group's longevity, membership stability, and the emotional impact of the shared historical experiences. Although everyone has a commonsense understanding of this occurrence, it is challenging to characterize it in an abstract way.

When discussing organizational culture with clients and organisations, I frequently discover that while we all agree that "it" exists and that it has a significant impact on the organisation, when we try to describe "it," we come to quite different conclusions. To make matters worse, there are numerous techniques to defining and analyzing culture, and the concept of culture has been the focus of extensive scholarly dispute in recent decades. This argument is a good thing because it shows how important culture is as a concept, but if definitions are ambiguous and usages are inconsistent, it can be challenging for academics and practitioners alike.

The idea that some items in groups are shared or held in common is one of the essential characteristics of culture that is highlighted through commonly used terminology. None of the primary categories of observables can be usefully referred to as "the culture" of an organisation or group, but they all connect to or reflect culture in that they deal with characteristics that group members share or hold in common. The answer to the question of why we even need the word culture when there are so many other concepts available, such as norms, values, behavioral patterns, rituals, traditions, and so forth, is that the word culture adds a number of other crucial components to the idea of sharing, including structural stability, depth, breadth, and patterning or integration.



3 views0 comments

Recent Posts

See All

Behavioural Safety and Incentives

Many organisational senior management programmes, employ some type of incentive process. Incentives may or may not work in certain situations, but the mechanism-of-effect needs to be understood if th

Safety 1 to Safety 2 and the implementation of BBS

As organisations strive to improve their health and safety record, many are turning to the concept of behaviour-based safety as a way of achieving this goal. This approach recognizes that the root cau

Commentaires


bottom of page