Is your Organisation's Culture 'Survival of the Fittest'?
In the realm of organisational dynamics, the phrase "culture is about survival of the fittest" has been echoed by many, often suggesting that only the strongest and most adaptable cultures endure. While this statement holds a grain of truth, it is crucial to delve deeper into what constitutes a thriving organisational culture and how it goes beyond mere Darwinian principles. Not only is this phrase used to describe organisations as a whole, but also refers to the survival of employees within the organisation.
In the context of businesses and institutions, a healthy organisational culture is not solely about the strongest surviving, but rather about fostering an environment that encourages collaboration, innovation, and adaptability. However, well intentioned workshops, HR initiatives and slogans plastered all over the walls, websites, contracts, jobs specs and social media can often fall short if the majority of employees and their leadership aren’t in on the effort to build an inclusive and diverse culture.
Why leaders? They are responsible for driving and maintaining culture.
Why the majority of employees? They are responsible for driving behavioural expectations.
Let me explain this second part a bit further. The majority of the workforce plays a pivotal role in shaping the culture of an organisation. Their collective values, attitudes, work habits, and interpersonal dynamics contribute significantly to the overall ethos. As the predominant force within the organisation, the majority of employees influence the daily interactions, decision-making processes, and the overall atmosphere. Their alignment with the organisation's mission and values helps solidify and perpetuate the desired culture. Additionally, the majority's engagement, or lack thereof, can impact morale, productivity, and the overall success of the organisation. Thus, understanding and actively involving the majority of the workforce in cultivating a positive and inclusive culture is essential for organisational cohesion and long-term success.
What does this mean for a new hire and how they might be affected by the influence of the majority of employees within the organisation. If a new employee comes in who is significantly different from everyone else (due to entering the company from a different field, background, culture, country, demographic), there a few potential scenarios that could follow:
They change to fit in with everyone else so that they can talk about the same things, get along with people better, develop stronger relationships, like each other and become likeable, fit the mould of an employee in company x.
They remain different and struggle to get along with others, always feeling like an outsider. Work becomes solely work and relationships remain surface level. This person can get along with colleagues well enough to get work done, but is dissatisfied as others seem to be a lot happier working with one another and seem to have stronger relationships and have so much to talk about. This person can eventually grow dispondant and their quality of work and job satisfaction will either decrease or they will leave before it does. A disruptor can only remain a disruptor for so long before they must adapt or die.
This person moves into a position of leadership and/or influence where their diverse views enhance the culture to include their ideas and others start to accept this person because they are now reflected in the organisation’s culture. This is a difficult tasks as anyone who has been the outsider in a group will understand that it can take a lot to break through.
The purpose of highlighting these potential scenarios is to emphasise the importance of the power the majority of employees have in perpetuating the ethos and atmosphere in an organisation. The day-to-day feel that an employee experiences can significantly impact their experience. As an outsider coming in, do you feel that you are accepted? Or, do you feel you need to become more like those around you in order to enjoy your day-to-day? In reality, there will always be some kind of acclimatisation and change that occurs in a person as they adjust and become acculturated to the organisations behavioural expectations to an extent. This is even desirable to an extent, but not to the point where that person’s value as a diverse mind is indoctrinated into the group completely.
Below are some key points that require leadership and the majority of the workforce to buy-into, be aware of and value in order to perpetuate a culture that retains the cognitive diversity of its new hires.
1. Collaboration Over Competition
A culture that thrives on cooperation and teamwork often outperforms one that is purely competitive. Organisations that emphasise collaboration create an atmosphere where diverse talents can unite to tackle challenges collectively, fostering creativity and resilience.
2. Innovation and Adaptability
In the ever-evolving landscape of the business world, adaptability is a key asset. A culture that values innovation and continuous improvement allows organisations to not only survive but thrive in the face of change. Flexibility and openness to new ideas become the cornerstones of such cultures.
3. Employee Well-being
A culture that prioritises the well-being of its members creates a positive feedback loop. When employees feel valued, supported, and encouraged, they are more likely to contribute their best efforts. This, in turn, boosts morale, productivity, and the overall health of the organisation.
4. Long-Term Sustainability
While short-term success may be achieved through a cutthroat approach, long-term sustainability requires a culture that considers the well-being of both the organisation and its members. A culture that nurtures and invests in its people tends to build enduring success.
5. Adaptation to Diversity
In an era where cognitive diversity is increasingly recognised as a strength, organisational cultures that embrace and celebrate differences tend to be more robust. A culture that is inclusive fosters a variety of perspectives and approaches, enhancing problem-solving and decision-making capabilities.
6. Celebrating Differences
The strength of cognitive diversity in the workplace should be nurtured and celebrated. For people to feel that their differences and ability to think differently to others is a strength, then they are less likely to feel ostracised due to these differences. The wider workforce is also more likely to appreciate these different individuals if they understand the value of their differences, rather than feel uneasy or disconnected when a colleague approaches a problem or behaves in a different way. Organisations that highlight these differences as strengths allow employees to flourish and keep their unique characteristics that they were likely hired for.
In conclusion, ‘survival of the fittest’ might be an oversimplification of the intricate processes that define an organisation’s culture. However, it requires active engagement from both leadership and the workforce to ensure that this darwinian principle does not smooth out diverse thought to better fit the group, creating a single circle of a like-minded team of people. A truly thriving culture is one that goes beyond competition, emphasising collaboration, innovation, and the well-being of its members. Organisations that understand and cultivate these principles are better positioned not only to survive but to lead in the ever-changing landscape of the business world.