A closer look at questions 5 & 6 from Cultural Beliefs:

    • Have the beliefs of the subcultures interplayed dynamically like fitting puzzle pieces together?
    • What is the relationship between beliefs held by the organizations, their sub-cultures (e.g. management and unions), their community and local geo-ethnic context (i.e. cities, towns, counties, provinces) and the national/sub-continental (North America) economies?

    Amazingly, organizations are the home of many sub-cultures regardless of how, seen from the outside, they are often characterized as a single culture.

    Two of the most distinguishable sub-cultures are management and the employees, often grouped or flagged under a “union” label. Chances are that functional areas represent at least one subculture and that amongst, say management, not only are there separate layers and hence sub-cultures, but different subcultures that affect how management is executed department by department.

    A little bit of detective work would reveal the rich variety of sub-cultures coexisting in a work environment, some of them are created by governance models, others just flourish informally as a testimony of the human spirit.

    Sub-cultures are representatives of the thought and values of a group of individuals, and hence their behaviours speak of them. They are extremely valuable to an organization as they are the places where “stuff” comes in, is processed and then outputted into the organization.

    This process has the tendency to take place by default, unless it is repressed, and the process calls for a relationship at the input, processing and output points for the benefit of the organization.

    Sometimes we make the mistake of preventing the interplay of the different sub-cultures from happening at these points and over-emphasize the place of roles/responsibilities and processes/procedures. This is often masked by the efficiency/effectiveness mindset. The interplay of the sub-cultures, consciously supported, would give organizations the opportunity to deal with today’s problems and transcend themselves through change into their future. Such interplay is the common place of human prosperity inside of an organization in the context of a community and their customers

    Customers and communities are a critical component of the cultural interplay of an organization’s sub-cultures, for without customers and a community that provides the contextual backdrop to an organization, surviving is questionable. Such interplay ends up providing the intellectual and emotional inputs, processing and outputs that ultimately spell success for an organization, it is complex and challenging to manage, but it would provide, to say the least, the foundations to remain meaningful to a community and country, to a customer and to themselves.