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Flat Army: Creating a Connected and Engaged Organization by Dan Pontefract

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Chapter Twelve

The Culture Quest of Flat Army

What exactly is organizational culture? Why does it matter to our notion of Flat Army? Why should you care?

According to George Stonehouse and Jonathan Pemberton of the University of Northumbria at Newcastle, organizational culture “consists of the values, attitudes and beliefs that steer the actions and behaviour of the individuals making up the organisation.”1 Noted cultural dimensions researcher Geert Hofstede defines organizational culture as “the collective programming of the mind that distinguishes the members of one organisation from others.”2 Robert A. Cooke, CEO and director of Human Synergistics International and associate professor emeritus of management at the University of Illinois at Chicago, defines the culture of an organization as “the way employees behave at the workplace to ensure stable future and growth.” He further subdivides organizational culture into constructive, passive-defensive and aggressive-defensive types.3 And the “dean” of corporate culture—Ed Schein—defines corporate culture as follows:

A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems.4

Unfortunately, the definitions don't cut it for me. I don't like them; let's look at some others.

Colin Powell ...

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