I keep seeing posts on LinkedIn that are trying to sound insightful by giving signs of a “broken” culture versus signs of a good workplace culture. Something bugs me about calling a culture “broken.” I don’t think that’s how this works. It’s never broken. Unhealthy, suffering, or even toxic are applicable terms. Those are different, though, from just the give up of calling a culture broken, since, there are still positive aspects, no matter how small, in even the worst of work environments.
In discussions regarding the indicators of a dysfunctional company culture, it is my firm belief that the concept of a “broken culture” is a misnomer that oversimplifies a complex issue. Company culture, in my view, cannot be deemed irreparably damaged, as cultures are dynamic and can evolve over time in response to various stimuli and challenges. It is important to recognize that every organization has its unique set of values, beliefs, purpose, mission, vision and practices that shape its culture.
Furthermore, it is relatively straightforward to identify the manifestations of an unhealthy culture, such as high employee turnover, low morale, or ineffective communication.
Take for example the idea of positive and negative energy at work. Bad culture leaves people feeling zapped of their energy. The energy network is the interconnected communication between staff and how each interaction with each person either energizes or drains people of energy. The workplace energy network coincides with the knowledge network, or, the sharing of company knowledge. Poor culture harms the energy network, which in turn breaks down the sharing of important knowledge between employees and their supervisor, employees and their team, and employees and other departments. Again, bad energy doesn’t break, or kill, the culture, or even the energy network. There are bound to still be positive energy relationships somewhere in that company, which is full of potential from which to build up the culture.
Also obvious to spot, positive actions necessary to foster a healthy environment include open dialogue, recognition of achievements, and the promotion of professional development opportunities. Healthy culture vitally uplifts individuals and contributes to a more engaged workforce overall. Is work engagement ever “broken?” No I can’t see how that could be a useful way of describing even an atmosphere where most people aren’t fully engaged in their work every single minute. Engagement ebbs and flows for everyone.
It’s too easy to simply deem a work culture as broken. I don’t even know how you’d assess that, since being “broken” has such finality to it. Broken is a state of no return. Broken is something that happens to things that can break. Culture is the combination of the seen and unseen environment. Environments don’t break.
Surface level, a culture can seem broken, I suppose. That is, if you’re a cynical, bitter, or just looking to post something clever. When people started throwing the word “broken” around, it’s going to harm morale and put an anti-solution lens over a work culture state that requires a positive boost in a big way.
There’s a better way to address a problem than putting the worst label you can on the problem. What is often overlooked is the necessity of delving deeper into the underlying causes and conditions that have led to the culture’s deterioration and its continued vulnerability to such issues. Factors such as leadership style, organizational structure, and employee engagement initiatives should all be critically assessed, considering how they interact and affect one another. It is equally essential to scrutinize the decision-making processes and whether they align with the organization’s stated values and mission. Cultures are embedded in the very DNA of an organization; thus, it is imperative that we examine this foundational DNA to uncover the underlying flaws that have contributed to such dysfunction.
By taking the time to understand these deeper issues, organizations can develop more effective strategies for cultural rejuvenation and create a sustainable and thriving workplace culture that not only fosters innovation and collaboration but also promotes resilience in the face of change and uncertainty. As we move forward in a rapidly changing business landscape, prioritizing the health of an organization’s culture will be crucial for long-term success and employee satisfaction.
I’ve been attacking the use of the word “broken” here, but this includes any other kind of reactionary language when referring to the healthy fostering of work culture that needs it. It’s essential to recognize that labeling a culture as “broken” can create a negative perception and discourage constructive dialogue. Instead, we should aim to address the specific challenges and opportunities for improvement within the workplace. By promoting a more positive narrative, we encourage collaboration and open communication among team members, ultimately leading to a healthier and more productive work environment. A focus on solutions rather than on problems allows everyone to feel empowered and motivated to contribute to the collective success of the organization.
People hear “broken” and they want to give up. Wouldn’t you? Just go find another job? On the other hand, people hear that the culture is important and requires more attention, people want to join in and help build something special, something better, something unbreakable.
Jordan Tate 