The culture of an organisation is vital to its ability to change and acquire new capabilities so that it can adapt to new contexts. Whilst academics and thought leaders will tell you that culture cannot be changed and is different for each organisation, careful observation will reveal that there a couple of key cultural archetypes when it comes to change in organisations. Like blind men scrambling over an elephant, there are many ways to describe these polarities. Currently I name them a “risk managed culture” and a “failure culture”. Associated with each culture is a set of behaviours. In a “risk managed” culture, we have a set of behaviours that lead to change, a set of behaviours we call leadership. In a “failure culture”, we have a set of behaviours that prevent change and perpetuate the status quo, a set of behaviours we shall call failureship.
“All that change needs to fail is that good leaders do nothing”
Failureship is the set of behaviours that prevent change and perpetuate the status quo. It is a mixture of conscious AND unconscious behaviours that undermine and block change. Failureship behaviours are not the fault of an individual “managers” but a complex interaction with the culture itself. They are a behaviour-plex where one behaviour leads to another which leads to another which feeds back and stabilises the original behaviour. Sometimes they are held in place by an enabling constraint rather than a governing constraint.
An understanding of behaviours in a “risk managed” and “failure culture” and the associated “leadership” and “failureship” behaviour sets can help us better predict the success and failure of a change within an organisation. As most people consider leadership synonymous with leaders, I will refer to “leadership” as “changeship”, the act of leading change rather than leadership which most consider to be the rulers of an organisation.
It is worth noting that failureship often leads to huge success for the individuals but ultimately leads to long term damage of the organisation they work for. The “failure culture” rewards individuals engaged in failureship and although it does not punish those engaged in leadership, they are likely to be undervalued and will seek organisations where they are valued. The result of failureship is the squeezing out of leadership and the eventual dominance of a failure culture and the establishment of a ruler group who are experts in failureship… the failureship. As the goal of the failureship is value extraction, the failureship will ensure that the organisation will appear to be in rude health even though it is unable to change to meet changing contexts. The Failureship will trade long term health for short term gains.
An understanding of failureship will help the following groups of individuals:
- Leaders of organisations that are genuinely interested in change. An understanding of failureship enable them to identify colleagues that are consciously or sub-consciously preventing change. It will also help them to understand the behaviour-plexs that need to be disrupted in order for change to occur. Most importantly it will help them to understand how their own behaviour contributes to change and prevents it.
- Change agents can use it to identify whether the leadership in their organisation is commited to change or is consciously or unconsciously opposed to it. They can identify whether their efforts to help an organisation improve will result in success, or frustration and failure.
It is worth noting that any organisation consists of many sub organisations. It is possible for different sub organisations to have a different culture, especially if the leadership of the sub-organisation is strong enough to resist the culture of the wider organisation.