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Quintessential Thought

We’ve been exploring culture in our recent newsletters, and last week, we told you about the four primary dimensions of culture.

Here’s a visual representation of how four dominant types of culture flow from the four dimensions:

Let’s dive into the four dominant types of cultures:

Collaborate Culture: Focus - flexibility / orientation - internal

Organizations with a collaborate culture emphasize teamwork, loyalty, and shared values. Employees feel a strong sense of belonging and connection to the organization. This type of culture can be particularly effective in industries that require close collaboration and teamwork. However, it can also lead to slow decision-making and resistance to change.

Control Culture: Focus - stability / orientation - internal

Organizations with a control culture value stability, efficiency, and clear processes. They often have strict rules and procedures in place to ensure consistency and predictability. This type of culture can be beneficial for organizations that operate in highly regulated industries or that require precise execution. However, it can also stifle innovation and employee autonomy.

Create Culture: Focus - flexibility / orientation - external

Organizations with a create culture foster innovation, risk-taking, and adaptability. They encourage employees to think outside the box and experiment with new ideas. This type of culture can be particularly effective for organizations that operate in rapidly changing industries or that need to stay ahead of the competition. However, it can also lead to inconsistency and a lack of focus.

Compete Culture: Focus - stability / orientation - external

Organizations with a compete culture prioritize results, competitiveness, and a drive to win. They often have a strong emphasis on performance metrics and individual achievement. This type of culture can be effective for organizations that need to achieve rapid growth or that operate in highly competitive industries. However, it can also lead to high pressure, internal conflict, unethical behavior, and employee burnout.

Identifying your organization's dominant culture type can be a valuable exercise. By understanding your culture, you can better align your strategies and practices to achieve your goals. If it would be helpful, Unstuck has workshops for leadership teams and product development teams to help you explore your culture and find your next steps. Contact us if you are curious!

Remember that none of these are inherently good or bad. They are situational - some culture types are better for certain circumstances than others. As we continue to explore culture, consider your current cultural conditions and how well they suit the situation your team and organization is in.

In the next newsletter, we'll discuss why and how to change your culture.

Quotes

“Culture is not an initiative. Culture is the enabler of all initiatives.” — Larry Senn

“The most important factors in determining a company’s ability to adapt are its legacy practices and the quality of its internal connections.” — John Kotter

“There's no magic formula for great company culture. The key is just to treat your staff how you would like to be treated.” — Richard Branson

Quick Step

On a scale of 1-10, rate how much of each of the 4 dominant cultural types you see exhibited in your organization or team (or both).

Question

What have you been surprised by as you’ve considered your team and organization’s culture?

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