“We need to change our organisational culture!” one of the board members said “we have too many silos!”. Everybody around the table nodded. The secretary noted another action in the board minutes and instructed the CEO to change the culture of the organisation.
Nobody knew what they wanted, all they knew was that something had to change. Because nobody knew what had to change, blaming the culture of the organisation for whatever was going wrong seemed like the best way forward. Not that anyone had any idea what organisational culture is, but judging by some of the inspiring articles in Harvard Business Review it seemed the best way to go.
Following the famous words by George W. Bush after the 9/11 attacks, you either are with us and subscribe to these values, or you are an enemy of the organisation. Employees that criticise the new approach become the axis of evil. The consultant even drew a Bell Curve on a whiteboard to visualise that deviance from normality was from now on scorned upon. Thus began the new world order.
forcing normality destroys excellence and innovation
What the consultant didn’t realise was that forcing people to normality within strict standard deviations is repression of spontaneity and destroys sources of excellence and innovation. When organisations force their employees in the same value pattern and no longer accept any deviance, they kill a significant source of improvement and innovation.
The link between organisational culture and business performance is strong, but both researchers and practitioners struggle to describe what a healthy culture is. A culture of obedience to a norm might be pleasant, but it will lead to organisational mediocrity.
Positive corporate deviance is a necessary condition for innovation and improvement to thrive. Only by nurturing those that think differently are organisations able to become remarkable.