Organizational culture consists of shared beliefs and values which produce norms for employee behavior. Because you are largely responsible for your project’s culture, you need to understand the nature of that culture, how it is created, and how it can be changed.
Does your project lack a positive and entrepreneurial culture? Consider the following signals.
- Conflict is dealt with less directly.
- Employees are constrained from the free expression of ideas and opinions.
- Leaders become less open to sharing information.
- Management may become more controlling.
- Management is less supportive of employees.
- Member’s independence and individuality is constrained. Interactions grow more impersonal.
- Membership becomes less sociable.
- More conformity is demanded.
- Numbers become more important. Quality and proper attention to people receive fading attention.
- Project members are less trusting.
- Projects become bureaucratic and insular, particularly if leadership wants rigid formal power hierarchies to identify authority.
- Stress levels increase as does job dissatisfaction.
- Teamwork diminishes.
- The “family feeling” diminishes.
- The project becomes more political.
- There is less respect for individual difference and uniqueness.
As the leader, you must face the possibility that your project’s culture is not what you have envisioned. Your staff need to be rallied by a compelling new vision. Concrete, systemic action is required to change inappropriate values, norms and practices.
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