The culture of an organization represents a well-articulated set of beliefs, values, practices, attitudes and behaviors shared by all.
The culture of organizations takes time to build and to consolidate, and perhaps for this reason when we want to change it, if the culture is strong, we face a reasonable range of obstacles. A strong culture in an organization dispenses an excessive use of rules and is not based on the search for permission, otherwise it would be enough to change some rules if we wanted a meaningful change.
Because we see change at a really high speed, we easily realize that the culture of a generation, built over a certain period of time, evolves rapidly in its contours, even though the nuclear aspects remain stable.
But it is not only the speed at which the change in the environment takes place, which can jeopardize a strong culture, also, the generational and geographical diversity of the elements of a team, and even more of an organization, being a growing reality, compete for the construction of a new and richer culture.
In a space of a generation of work, it is easy to recognize the effects of social changes on the forms of production and in the needs of an organization’s employees.
So, building our own culture into a team has become a complex task, but, being consciously carried out and with respect for the differences of its elements, we have come to fruition.
There is also a factor of instability in the creation of a strong team culture, which we call the average longevity of the companies, giving rise to many episodes of short duration, for example, the low success rates of startups. Also, here arise natural phenomena of emergence of strong team cultures often nullified by the extinction of the businesses of the newborn organizations.
We also know that one of the major problems that organizations encounter in a change in company culture is the difficulty felt in building teams, that is, when change of culture implies more collaborative teamwork, resistance to change tends to increase.
So how can we facilitate the development of a team culture?
Strengthening positive attitudes. We know that bad attitudes are the fruit of experiences and events in the past, but the memories of these experiences can be reassessed giving rise to predispositions for constructive action.
In a teamwork environment, people understand, believe, and assume that planning, decisions, and actions perform better when done collaboratively.
However, for team members to achieve a true level of collaboration, and because that almost always means change, it is necessary:
– That the members of the team feel themselves respected.
– That the members of the teams have openness to make adjustments in the articulation of different values, beliefs and customs that their members incorporate.
– That people understand why the change, whether strategy or procedures. We have to want to make the change.
The only way to make changes is to act as a united team and this is much easier when you have a good leader.
– Team members should be aware that sometimes organizational change requires the transfer of resources from one area to another.
Building a team culture therefore implies an assessment of the potential of all elements of the organization to facilitate the best possible mix of existing and / or integrated resources.
As Susan Peters puts it: “We define employee experience simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones. In the last year we have appointed a Head of Employee Experience and we are developing a strategy to create an employee experience which takes into account the physical environment our employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work. All of this is part of continuously evolving our HR capabilities.”
An assessment process allows you to understand some behavioral tendencies, needs and motivational factors, as well as skills or competencies. By assessing the strengths and weaknesses of team members, the organization is able to manage their talents and can easily manage energy, to develop team projects, with the speed and effectiveness desired.
The culture of a team grows when employees share common practices, but also when each influence the team through their unique attitudes and perceptions of the environment in which they are involved.
The culture of a team also goes through the widespread knowledge of the energy potential of that team.
The notion of team culture is especially relevant at a time when several generations coexist in teams and organizations.
Among the different and possible elements of a team there are significant differences of values, beliefs and tendencies, but there is a whole universe of common points that serve as glue in the construction of a winning team.
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