Center for Business-to-Business Consulting

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Organizational Culture

All that is required for organizational culture to form is for people to work together for a period of time and be more or less successful at getting the results they want. Over time, these routines and ways of working go on automatic pilot, slip below the surface of organizational consciousness, and become elements of that organization’s culture - “How it’s done around here.” Once formed, an organization’s culture can be its greatest ally when it helps achieve its goals and objectives, but also its worst enemy when it perpetuates problems with work performance, communication, interpersonal conflict, and decision-making. Consciously creating cultural norms and using them as a resource that facilitates, rather than opposes achieving an organization’s goals and objectives is a powerful way to harness the invisible power of culture. The Breckenridge Institute’s cultural model focuses on eight critical elements of organizational culture.

A description of these cultural elements can be seen by clicking on the Harnessing the Power of Culture™ image that appears throughout the website.

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Personality in Context™