Create a Culture of Learning

When something goes wrong within an organization, there is a tendency to focus on identifying who dropped the ball. While discovering the source of the problem is a logical starting point to prevent a reoccurrence, it can also demoralize employees.

Focusing on blame creates a culture of fear in which creativity is stifled and employees concentrate on avoiding punishment--whether public embarrassment, disciplinary action, or dismissal--at any cost. There are several examples of this type of culture, including doctors who are fearful of being sued for a missed diagnosis so they classify healthy patients as sickly.

On the other hand, creating a culture that embraces learning sends the signal that mistakes are an inevitable part of growth and success. For example, Children's Hospitals and Clinics in Minneapolis created a culture of learning by implementing an anonymous reporting system that allows any of the hospital's employees to report medical errors without revealing their identity.

Also, the organization has adopted an open communication policy that admits liability to patients for medical errors. Ironically, research involving drug-administration errors reveals that high-performing medical institutions and teams are more likely to admit errors, and these disclosures provide opportunities to learn from and avoid repeating the same mistakes.

However, the institutions that reported the least amount of errors were not rated as highly in performance and reputation. Their failure to acknowledge mistakes impedes opportunities for growth and improvement.

Leaders can create a culture of learning by rewarding responsibility over denying or shifting blame, and by creating a system of open and honest feedback. They can also shape a learning-based culture by admitting their own vulnerability to make mistakes.

Both leaders and employees can help to create a better environment by taking a rational approach to blame and credit. Most people are inclined to expect and accept praise while rejecting accountability and criticism.

Realizing the historical, cultural, and situational dynamics of credit and blame can help individuals to better understand themselves and others. Armed with this knowledge, companies can sidestep blame game triggers and focus on learning from the past while forging a successful future.

This article is based on the book "The Blame Game." The book summary is available online at Business Book Summaries.

The Optimally Balanced Culture

Organizational cultures take time to evolve. Patterns of consistent behavior do not emerge overnight.

A newer organization, in its early stage of development, may not have as strong and embedded a culture as an organization that has been around for some time. But, even an organization that has been around for years may not have a strong culture.

The goal for leaders should be to form a strong, optimally balanced culture by incorporating appropriate ‘characteristics’ which are described in the following sections.

THE COOPERATION CULTURE

This cultural pattern stems from the term ‘collectivism’, which is rooted in family values especially those of Asia, South America, and Southern Europe. Being of service to one another, and to the group is a very important value.

Relatedly, each member develops a greater commitment to cooperative efforts and creates a positive concern for collective interests.

This culture values and develops teamwork. Individuals and member groups strive to help each other.

Relationships are very important, as is open communication. Members approach and solve problems together. Interpersonal conflicts are dealt with openly and constructively.

THE INSPIRATION CULTURE

The inspiration cultural pattern values self-determination, encourages individual initiative, and shows concern for the total person including one’s freedom, growth and development. Members of this culture are inspired to achieve because they truly believe in, and trust an organization that is concerned about people as individuals, and who treats them with dignity and respect.

This culture also demonstrates social responsibility by demonstrating concern and support for all individuals, not just its members.

The inspiration culture is driven by ‘doing good’, or improving the human condition by making things better than they were before. This culture takes its social responsibility seriously. It attempts to build moral content into its purpose or mission.

It strives to be a model citizen. It is a culture of mercy and compassion. This translates into developing people, recognizing what people contribute, responding to family and community problems, and sourcing from disadvantaged groups.

THE ACHIEVEMENT CULTURE

The achievement cultural pattern values competition, being the best, striving for excellence, advancing and improving performance. This culture constantly strives to be at the leading edge.

This culture is held together by a commitment to winning. The long term aim is the achievement of measurable goals and targets.

This is highly productive culture is marked by hard work, drive, and discovery.

The achievement culture’s emphasis is to work against a standard of excellence. The standard may be related to past performance; an objective measure; the performance of others or even what anyone has ever done.

The achievement culture is guided by these qualities in attempting to become “best in class” and have a superior advantage over its competitors.

THE CONSISTENT CULTURE

The consistent cultural pattern values stability, predictability and order. It strives to consistently produce key results expected by its customers and stakeholders.

It monitors results versus plan in some detail, identifying deviations, and then planning and organizing to resolve these deviations.

The consistent culture strives for control. This is done through the examination of pertinent statistics and facts.

Critical data and information are carefully collected, thoroughly analyzed and systematically examined. No stone is left unturned, so to speak.

Leaders in the culture take a long time to gather and systematically analyze the facts.


Do you want to know more about developing an effective workplace culture? Resources are available at BusinessSummaries.com.