In a previous post, I wrote about a workshop on cultural assumptions that I had facilitated with a new management team. These ‘deep cultural patterns’, when surfaced, were expressed largely in negative terms. Nevertheless, the senior manager felt compelled to couch these in positive language when playing them back to the team. The six statements are reproduced below.
What matters in this company is:
- #1 - Being seen to deliver and being associated with success.
- #2 - Being politically astute, with the right connections and able to present information in the most effective way.
- #3 - Being a team player.
- #4 - Having a confident, positive, can-do attitude.
- #5 - Being recognised as a key player in the company's business
- #6 - Putting business success first.
In contrast to the ‘rawness’ of the themes that the team had actually identified during the workshop, these statements were essentially aspirational.