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Organisational cultures are more like trilobites than automobiles

Organisational cultures are more like trilobites than automobiles

Divya Mahendran

22 January 2025 at 12:00:00

The 'wicked' solution

Almost every organisation goes through some form of transformational change – culture, people, technology, product, strategy etc.. Most of these (70%) fail to meet their original objectives. Cultural change is probably the most difficult.

If we look at evolutionary ecology where the evolutionary histories of different species are shaped by complex interactions within their environment, then we can see that similarly, human cultures are similarly molded by historical contingencies, socio-political dynamics, and ecological contexts.

Evolutionary changes are almost never exactly the same. However, ‘with innovation in the human realm there is always a possibility of reviving a varnished design or product. We could, for motives of fashion or economic necessity, resurrect the penny-farthing bicycle or steam-driven automobiles. For evolutionary history, however, lost forms are just that – history. Extinction is forever and the [re-ev]olution of extinct major forms requires the concatenation of too many improbable events for it to occur.”

-Complexity, Life on the edge of chaos by Roger Lewin

The only trilobites and dinosaurs we will ever encounter are those in natural history museums, or in geological exposures. Historical contingency has therefore shaped the history after the extinctions and its aftermath. Species that were lost, whether due to exigencies of competition or stochastic elimination – were never reinvented.

So, let’s look at culture through this lens -

Over the millennia, numerous cultural traditions have emerged, flourished, and subsequently gone extinct.

Are their fates or patterns likely to follow that of steam-driven automobiles or trilobites?

We can surely observe the patterns of evolutionary history to human cultural history but that is all we’ll find- patterns with a burst of novelties. Just as we don’t get extinct forms of animals reappearing, we don’t see the exact reappearances of cultures once they’ve changed. Instead, we witness a continuum of cultural phenomena, where patterns emerge but are interspersed with distinct novelties that define the evolving social landscape for that particular period in time.

These phenomena illustrate the intricate and ever-shifting nature of human behaviour, which is shaped by both internal motivations and external stimuli. When we extend and widen this lens to explore organisational culture, a similar complexity unfolds.

Organisations are microcosms of cultural evolution, where shared values, purpose, ethics, moral practices, and narratives undergo constant negotiation and transformation.

Just as evolutionary species have adapted to their environments – the culture of an organisation is in a constant need to navigate the complexities of the changing environment, driven by internal and external motivations. This is a complex challenge that requires a wicked solution.

Traditional linear approaches, so ingrained in management consultancies, can often be an exhausting analysis with little or no desired outcomes to drive real positive change. To steer real change we need to approach culture through the systems lens of complexity – the wicked solution.

When we talk about organisational culture many relate culture with navigating changing market dynamics, technological advancements, evolving employee expectations or team engagement scores.

But there’s more to it…

Culture holds supreme power and authority in our organisational systems primarily because of us – ‘humans’

When we bring groups of humans together for a common purpose and expect them to drive high performance and productivity – this can’t be achieved by simply ‘telling them what to do and then they go and do it.’

The irony is: We are aware of this and yet, we rely heavily on approaches such as these. Look at the prevalence of policies, procedures, controls and regulatory frameworks that proliferate our organisations – and we all know they don’t work.

The reality is inherently much more nuanced, characterised by layers of historical influence, human relational dynamics, and emergent behaviours that cannot simply be distilled into a formula…

…and cannot work everytime for everyone.

How can we influence both performance and productivity in our organisations, if our internal and external environment is not only unpredictable but constantly emergent?

Organisations are dynamic entities influenced by a myriad of historical contingencies, where each factor intertwines with others in ways that can be amplified or vice versa, so whatever solution we use has to take this complexity into perspective.

This intricate complex nature necessitates constant and continuous enquiry and assessment of organisational culture, identifying patterns reflective of cultural evolution, understanding the historical and contextual roots of present organisational behaviours and acknowledging how those are essential for meaningful transformation. Along with recognising the complexities and idiosyncrasies that shape human experience, ensuring that our strategies for fostering organisational cultures are as dynamic and responsive as the environments in which they exist.

This demands adaptability, resilience, and an understanding that changing or shifting culture is rarely a linear journey. The journey to change or shift a culture is often a path that makes sure you remain aligned to your true purpose.

When we as organisations acknowledge the complexity of our cultural narratives - we are better positioned to navigate change. It creates space for elements like transformation, real change and performance to thrive amidst the unpredictability of the human experience.

Cultures are more like trilobites. Just as trilobites contributed to the diversity of life in their time and history each culture offers distinct insights because every group of humans brings unique challenge and perspective. By valuing and learning from diverse cultural challenges, we pave the way for a more inclusive society that inspires growth and collaboration in our interconnected world.

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