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Each organization has many cultures and some times they work well together, and some times they don't. the issue of culture is most often noticeable in a merger situation. when two companies try and meld into one, the assumptions are invisible,(that's just how we do things here), becomes painfully obvious when those other people do such strange, un-understandable things.
Each culture has its strengths and weaknesses, the trick is to build congruence between the cultural norms and the strategic imperatives of the organization. Without this alignment tempers flare, turf wars break out, people become resistant and reactive, and even little things seem to have major consequences.
Surfacing the underlying motivators and the hidden dynamics of teams, divisions, departments or whole systems can open up more meaningful conversations about key business issues; surface shared visions; and show paths to increased productivity. Distilling the values and ethical motivations found in each culture can offer new insights into improved working relationships.
Using a variety of tools and techniques we work with organizations to surface the hidden dynamics that prevent effective work or sustained change from taking place. Working with a systemic perspective criteria for success can be distilled that link internal effectiveness with customer satisfaction for long-term gain.
Building Organizational Culture Culture is the most overlooked aspect of business development. An effective culture is the unsung hero in an effective organization and the mysterious saboteur in those organizations that "try everything" and it always fails.
Culture is easier to design in the beginning stages or the new entrepreneurial enterprise, but it can be developed in any organization with the proper attention.
An effectively designed culture will:
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