3 origins that create organizational culture – Part #3 by Arthur Carmazzi
In this video, Arthur Carmazzi will share the third of three origins that create organizational culture.
Arthur Carmazzi Shares The 3rd Origin of Organizational Culture: Security – Trust – Respect
Security, Trust, and Respect are connected when it comes to Organizational Culture. If there is Trust and Respect, people have a greater sense of security. There is very little trust without respect… These elements affect and shape organizational culture. If the elements of trust, respect, and security are constant within how management deals with people and each other, and how the people deal with management, then you will have an organizational culture that supports:
- Innovation
- Proactive action
- Teamwork
…But, if these elements are missing, or inconsistent; Innovation, proactive action, and teamwork will suffer.
Did you watch part one and part two of the Origins of Organizational Culture?
When we combine this with the #2 origin of organizational culture… People and Hiring. When we hire managers and staff that can be willing to give feedback in a positive way and support each other to improve, even when it may not comfortable, we develop trust and some respect. When we understand each other’s unique processes of achieving clarity (Read about the Brain’s Ambiguity Relief Processes by Arthur Carmazzi), we build respect and synergy to achieve high-performance teams. The more success teams have, the more trust they develop and the more security that is created.
The Emotional Drives we learned about in the previous 2 posts on the Origins of Organizational Culture also affect how much trust is enough to “feel” security. And, if the manager or leader takes much of the security for him or herself by, say, micromanaging, this will take away the security from the others in a team.
See Culture Change Evolution Assesment program at https://cultureevolution.com/
This is the Leaders “Ambiguity Relief” Brain process which can be seen at www.coloredbrain.com. Since our ambiguity relief process determines how structured we think, how much detail we need, how we approach and solve problems and the action sequences related to clarity and achievement… these factors ultimately affect policy (or the lack of it), structure and bureaucracy (or the lack of it), style of company and internal communication, and the potentially handed down “Success Strategies” in the creation of an organizational culture.
