It is important to recognize that, just as personal habits can be developed, cultivated and even modified, organizational cultures can also be pre-conceptualized and planned to the need and challenges of the business, identified in the strategic planning exercises of each company.

On the other hand, it is known that the role of senior management and the team of managers is to offer sustainable results, but when the results are not as expected, this becomes a problem. Inexorably, all those who really want to improve their company must be full of problems which must be managed. Doing management is having a sequence of actions necessary to achieve a certain desired result, or also called method [2]. The essence of work in an organization is to achieve desired results, and therefore it is essential that all people master the method. A method for the effective solution of problems. However, bringing a method to action requires a routine of day-to-day work, without failures. The great difficulty in achieving this excellence is to establish the basis of a good routine,

Habits arise because the brain is always looking for ways to save effort, since it is a muscle that also needs to rest. The brain process of a habit is a three-step loop: signal, routine, reward. The reward is what tells the brain if it is worth remembering the loop.

In every organization, there are basic habits that can start a process that over time transform everything. Having the habit of solving problems is one of them. The basic habits, when they start to change, remake other patterns, and with that the organizations cultures are built. In fact, basic habits offer “small triumphs”. And when a small triumph has been achieved, the forces are set in motion to achieve another! So, when we hear the phrase “organizational culture”, whether it’s a results communication conference, workshops or simple management meetings, let’s take a few moments to think. How are we building the company’s organizational culture? For example, a badly designed recognition system could lead to people or teams starting to work in the form of islands, with conflicting objectives, and this can provoke reprisals and resentments to the internal one. Is it really what we want and need as an organizational culture?

References:

[1] The power of habits (Charles Duhigg)

[2] The true power (Vicente Falconi)