I’m often amazed at the tendency of authors to describe organization culture as “how we do things around here.” Cameron & Quinn (2006) make this same argument. They assert that any lasting organizational change must be preceded by cultural change. However, culture is not “how we do things” policies and procedures are how we do things. Sinek (2009) argues that it is not about how; it’s about why. Sinek cites the same organizations as Cameron and Quinn (2006) but says that what make their culture a competitive advantage is that people know “why we do things.”
Why is a better question to answer when looking for values. If people know why they show up to work, then their values are clear without even needed to be stated. Any change effort, then, must be preceded not by change “how we do things” but by establishing a clear “why we’re doing it.”
Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework (Rev. ed.). San Francisco: Jossey-Bass.
Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York: Portfolio.
Culture is key. One can be great at WHAT they do all day- but how they fit into the culture of where they are gives them the confidence to reach their potential. If you are uncomfortable or feel like you don’t fit in, you won’t feel like you can stretch your wings and aim high.