As humans, being part of a social group is natural. In any group of two or more people interacting over time, a specific culture emerges in how they speak, behave, and socialize. Over time, this culture acts as a control system that can promote, reinforce, or discourage certain thoughts and behaviors within the group. The same holds true for organizations. Organizational culture is made up of formal or informal rules that standardize norms. It is shaped by the language employees use to establish a sense of identity, the routines that define operational practices, and the employees' attitudes, which influence the organization's overall personality.
“Organizational culture is the sum of values and rituals which serve as the ‘glue’ to integrate the members of the organization.” — Richard Perrin
So, how do we create an inclusive organizational culture that values diversity in the workplace? How and what we socialize matters.
Let’s imagine that you’ve recently joined a company and noticed that the HR policy falls short of providing all employees equal access to training, fair evaluations, and promotions, regardless of gender, race, or ethnicity. Would you speak up to address this issue?
An organization that encourages open communication and inclusive dialogue would welcome such behavior, as it values learning from the diverse perspectives of its employees. This is how an organization grows and develops as a collective. On the other hand, an organization resistant to change might neglect employees who express their thoughts, ideas, and concerns, which could delay identifying potential problems. It could also limit the organization's collective ability to find creative solutions to difficult challenges.
If embracing diversity and inclusion is a core value that an organization wants to uphold and operationalize, rewarding the right behaviors and practices becomes essential. This not only strengthens the group’s commitment to these values but also reinforces the desired behaviors. It’s a path toward making inclusion and respect for diversity a consistent practice.
Pascale T. (1985). The paradox of corporate culture: Reconciling ourselves to socialization. California Management Review, 27, 26 – 67.
Schein H (2011). Leadership and organizational culture. Wiley.
Watkins M. (2013). What is Organizational Culture? And Why Should We Care? Harvard Business Review. https://hbr.org/2013/05/what-is-organizational-culture