Throughout my careers, many of my employers have mentioned each individual and unique culture that their institution values. These cultures typically are ones that were placed during the creation and evolution of the company, and if the company is large enough it is something even mandated by the corporate entity as something to be followed.
Themes such as "having fun", "respect cultures and individuality", "learning from challenge and change" are all examples of these different cultures. Sometimes the cultures can overlap, as most companies will always promote the concept of respect towards one another, and continuation of learning.
What happens when a culture is developed within a workplace that was never a creation of anyone working with or for the company?
You might ask yourself "How can someone create a culture if they are not part of the culture?" Creation and implementation are two different things, so let's discuss those differences first in order to bring light to the answer.
Creation at a basic term is the making of something that did not exist before. This creation does not have to be something tangible, only that it was not something that existed before.
Implementation is something serving as the tool for the facilitation. An example was that my shovel was implemented in order to plant a seed.
The culture I speak of that has been created has to do with one that can span many areas, yet I have seen the two areas of this occur vastly in education and retail. It is a culture of accepting someone doing something wrong, and letting someone else deal with it instead of sticking up against the wrong doing.
How many times have you heard of or even had someone else tell you that a student hit another student? Some people may think "big deal, they're kids" or "it happens all the time". Some others may hear that statement and visualize a high school male punching a female student in the jaw. That scenario does not sound as good, does it? However, many educators and administrators have repeatedly entered the culture of "do not retaliate, inform someone as soon as you can", that someone being a teacher or administrator. There is no culture of self-worth or self-respect here, as we have told that person to take the beating, and not stick up for one's self.
Retail has a similar issue. Many times it is around the holiday season, yet it can happen anytime. That customer that flies off at the handle, berating and belittling someone for simply doing their job. It could be that they refused to return something that had no receipt, or that they could not order an item because it physically does not exist and the customer believes they are lying. Management has told people time and time again, through policies or implied beliefs that the "customer is always right" and to take them acting this way towards them. Why is the employee not given the authority to tell them not to speak to them in such a manner, or to end the conversation, or have the customer removed from the store?
These are hidden cultures that exist, as I am sure other hidden cultures can be thought of throughout many workplaces. So, what do we do to combat cultures like this that are not in line with the views of how the employee and vital part of the organization should be treated?
Empowerment, ownership, and education.
Employers need to empower their employees with the ability to correct wrong doings that happen to them via either someone inside or outside of the company.
Employers need to educate employees on how to handle this matter themselves in a way that removes the negative cause of the situation and restores a positive working environment.
Employers need to give employees a sense of ownership over both their own situations and the company, so that they feel their actions will not be retaliated against for them speaking up in defense of themselves.
Hidden cultures can serve to undermine the positive visible cultural aspects that many employers wish to create. Giving employees the ability to create their own positive working environments can help to increase retention and overall work happiness. When an employee is happy at their job, they want to ensure that it remains a great place to work so that they can remain with the company.
"If you are lucky enough to be someone’s employer, then you have a moral obligation to make sure people do look forward to coming to work in the morning." - John Mackey, Whole Foods Markets
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