Page 205 - FLL Virtual Binder 2018

Culture = Behaviour. The general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress.
Culture is learned. People learn certain behaviours through either the rewards or negative consequences that follow their behaviour. When a behaviour is rewarded, it is repeated and eventually becomes part of the culture. The behaviour and performance that is tolerated is the behaviour and performance that you get.
Culture is learned through interaction. Employees learn culture by interacting with other employees. An applicant experiences a sense of your culture, and his or her fit within your culture, during the interview process. People form an opinion of your culture from every interaction with every person in the company.
Subcultures form through rewards. Employees have many different wants and needs. Sometimes employees value rewards that are not associated with the behaviours desired by managers for the overall company. This is often how subcultures are formed, as people get social rewards from coworkers or have their most important needs met in their departments or project teams.
Characteristics of a Continuous Improvement Culture • Safe
o Physical safety – an environment free of workplace hazards
o Personal safety - safe for employees to discuss improvements, implement ideas and let go of their knowledge without concern
about retribution or layoffs
• Engaged
o 100% employee involvement in improvement activities
o Employees caring about team goals and giving their full energy to
achieve them
• Agile
o workforce – employees who can move to a number of different
roles or work areas
o workplace - can quickly adapt to change with limited start or set up
time
Activity: How would you describe the culture in your team, department or company? ...
Front Line Leadership Module: Leadership
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