We’ve all heard about the importance of workplace culture and how the right culture can lead to success, while the wrong culture can tear an organization apart–leaving behind a smoldering wreck on the side of the road. It’s true that every workplace has a distinct culture, and this culture shapes how employees interact, the decisions they make, and how they approach challenges. So, having the right organizational culture is absolutely key to getting great things done.
Which leads to the question: What kind of culture does your organization have?
I was recently working on a client project when I ran across an idea that a management consultant had presented to them: Ron Westrum’s Three Cultures model. This idea was new to me, and I immediately wanted to know more.
The essence of the Three Cultures model, developed by sociologist Ron Westrum when he was studying information flow in organizations, is that organizational cultures can be broken into three types: pathological, bureaucratic, and generative.
Pathological.
According to Westrum, in a pathological organization there is “a preoccupation with personal power, needs, and glory.” This kind of organization is characterized by fear and blame. Information is tightly controlled, which leads to the destruction of trust and a natural aversion to taking risks. Instead of collaborating with others, employees prioritize self-preservation over collaboration, which hinders innovation and productivity.
Bureaucratic.
This kind of organization, says Westrum, has “a preoccupation with rules, positions, and departmental turf.” In organizations like this, following the rules and procedures becomes more important than achieving the best outcomes. This restrictive culture stifles creativity as departments become siloed and employees avoid communicating and collaborating across the organization.
Generative.
Explains Westrum, generative organizations are vastly different from pathological and bureaucratic ones. They are concentrated “on the mission itself, as opposed to a concentration on persons or positions.” In this kind of organization, trust and open communication are central. Employees feel empowered to share ideas, take risks, and collaborate. Mistakes are seen as learning opportunities, and they don’t automatically result in punishment. The focus is on achieving goals and fostering innovation, which leads to a more engaged and productive workforce.
As you can probably guess by now, it’s this last culture–generative–that is the most effective.
According to Westrum, it is leaders–that means you–who shape the cultures in their organizations. They do this through their preoccupations–that is, what kinds of things they value most. They then pass down their preoccupations to their employees by rewarding or punishing their behavior accordingly. So, when an employee in a bureaucratic organization deviates from the rules to achieve a breakthrough for a client, they’re punished by the boss for breaking the rules instead of being rewarded for creating a great outcome.
Again, what kind of culture does your organization have? If it’s pathological or bureaucratic instead of generative, then you’re missing out on the opportunity to take your company from good to great.
It’s up to you. You have the ability to make your organization better, starting right now. What will you choose?
This article was originally published in the original United States edition of Inc. or on inc.com and is the copyright property of Mansueto Ventures LLC, which reserves all rights. Copyright © Mansueto Ventures LLC.
We’ve all heard about the importance of workplace culture and how the right culture can lead to success, while the wrong culture can tear an organization apart–leaving behind a smoldering wreck on the side of the road. It’s true that every workplace has a distinct culture, and this culture shapes how employees interact, the decisions they make, and how they approach challenges. So, having the right organizational culture is absolutely key to getting great things done.
Which leads to the question: What kind of culture does your organization have?
I was recently working on a client project when I ran across an idea that a management consultant had presented to them: Ron Westrum’s Three Cultures model. This idea was new to me, and I immediately wanted to know more.
The essence of the Three Cultures model, developed by sociologist Ron Westrum when he was studying information flow in organizations, is that organizational cultures can be broken into three types: pathological, bureaucratic, and generative.
Pathological.
According to Westrum, in a pathological organization there is “a preoccupation with personal power, needs, and glory.” This kind of organization is characterized by fear and blame. Information is tightly controlled, which leads to the destruction of trust and a natural aversion to taking risks. Instead of collaborating with others, employees prioritize self-preservation over collaboration, which hinders innovation and productivity.
Bureaucratic.
This kind of organization, says Westrum, has “a preoccupation with rules, positions, and departmental turf.” In organizations like this, following the rules and procedures becomes more important than achieving the best outcomes. This restrictive culture stifles creativity as departments become siloed and employees avoid communicating and collaborating across the organization.
Generative.
Explains Westrum, generative organizations are vastly different from pathological and bureaucratic ones. They are concentrated “on the mission itself, as opposed to a concentration on persons or positions.” In this kind of organization, trust and open communication are central. Employees feel empowered to share ideas, take risks, and collaborate. Mistakes are seen as learning opportunities, and they don’t automatically result in punishment. The focus is on achieving goals and fostering innovation, which leads to a more engaged and productive workforce.
As you can probably guess by now, it’s this last culture–generative–that is the most effective.
According to Westrum, it is leaders–that means you–who shape the cultures in their organizations. They do this through their preoccupations–that is, what kinds of things they value most. They then pass down their preoccupations to their employees by rewarding or punishing their behavior accordingly. So, when an employee in a bureaucratic organization deviates from the rules to achieve a breakthrough for a client, they’re punished by the boss for breaking the rules instead of being rewarded for creating a great outcome.
Again, what kind of culture does your organization have? If it’s pathological or bureaucratic instead of generative, then you’re missing out on the opportunity to take your company from good to great.
It’s up to you. You have the ability to make your organization better, starting right now. What will you choose?
This article was originally published in the original United States edition of Inc. or on inc.com and is the copyright property of Mansueto Ventures LLC, which reserves all rights. Copyright © Mansueto Ventures LLC.
