In this article, we’ll explore how to uncover the invisible aspects of company culture, using the wisdom of Grant and Schein to understand its nuances and tools to transform it.
The Invisible Nature of Culture
Edgar Schein, a pioneer in organizational culture, defined it as having three levels:
- Artifacts: The visible, tangible elements—such as office layouts, dress codes, and rituals.
- Espoused Values: The stated principles and norms—what the organization says it values.
- Underlying Assumptions: The deeply ingrained, often unconscious beliefs that truly drive behavior.
While artifacts and espoused values are visible, they often only hint at the deeper, invisible assumptions. Schein emphasizes that it’s these underlying assumptions that form the core of culture, shaping how people interpret and respond to their environment.
Adam Grant, on the other hand, focuses on behavior as a way to make culture visible. He argues that observing how people interact, communicate, and make decisions reveals the underlying norms and values of an organization.
Why Make Culture Visible?
Invisible culture can be a double-edged sword. When aligned with organizational goals, it creates cohesion and drives performance. But when misaligned, it can lead to confusion, disengagement, and inefficiency.
Making the invisible visible allows leaders to:
- Understand the unspoken dynamics driving behavior.
- Identify gaps between espoused values and actual practices.
- Foster alignment between individual and organizational goals.
- Create intentional change to address dysfunctions or inefficiencies.
Steps to Reveal Invisible Culture
1. Observe Behavior and Patterns
Adam Grant advocates for looking beyond what people say and focusing on what they do. Pay attention to:
- Decision-making processes: Who gets a voice, and how are decisions made?
- Conflict resolution: How are disagreements handled?
- Recognition: What behaviors are rewarded, and which are ignored?
Patterns of behavior often reveal the true values of an organization.
2. Conduct Deep Conversations
Schein’s approach emphasizes dialogue to uncover deeper assumptions. Leaders should engage employees in conversations that explore:
- “Why do we do things this way?”
- “What assumptions are behind these practices?”
- “What would happen if we didn’t do it this way?”
These questions can surface the hidden beliefs shaping decisions and behaviors.
3. Analyze Artifacts and Symbols
Artifacts, such as office layouts, meeting structures, and even organizational language, provide clues about cultural norms. For instance:
- An open office might signal collaboration—but does it actually foster it?
- Frequent town halls might imply transparency—but are employees empowered to speak up?
Examining whether artifacts align with values and assumptions can reveal contradictions.
4. Use Surveys and Feedback Tools
Quantitative tools can complement qualitative methods by providing data on how employees perceive culture. Tools like pulse surveys or platforms like Culture Exploit can:
- Map cultural strengths and weaknesses across teams and departments.
- Highlight discrepancies between espoused and experienced values.
- Track progress over time as cultural interventions are implemented.
5. Create Psychological Safety
Making the invisible visible requires trust. Employees need to feel safe sharing their perceptions and experiences without fear of repercussions. Adam Grant emphasizes that psychological safety is foundational for honest feedback and open dialogue.
Aligning the Visible and Invisible
Once the invisible aspects of culture have been surfaced, the goal is to align them with organizational goals and values. This involves:
- Reinforcing Desired Behaviors: Recognize and reward behaviors that align with the desired culture.
- Reevaluating Artifacts: Ensure that symbols, processes, and rituals reflect and support the underlying values.
- Revisiting Assumptions: Challenge outdated assumptions that no longer serve the organization’s goals.
The Role of Leadership
Both Grant and Schein stress the critical role of leaders in shaping and revealing culture. Leaders must model the behaviors they want to see and actively participate in conversations about culture. Their actions should reflect the values they espouse, bridging the gap between visible and invisible elements.
Conclusion: From Invisible to Intentional
Company culture is a living, breathing entity that permeates every aspect of an organization. While it may be invisible on the surface, it is far from unknowable. By observing behaviors, engaging in dialogue, and using tools to gather insights, leaders can make the invisible visible.
As Schein teaches us, understanding culture requires delving into the assumptions that lie beneath the surface. And as Grant reminds us, behavior provides a window into those assumptions. Together, their perspectives provide a roadmap for decoding and transforming culture into a powerful driver of success.