Imagining a Culture

An over-emphasis on hierarchy has a debilitating influence upon an organisation. If people can only do things because they are given approval by their leader then there exists an in-built limit to the potential of the organization.

Hierarchies are important structural elements of a successful organization – enabling clear lines of responsibility and accountability. However, hierarchy must not signify any implication that the opinion of someone further up the hierarchy is likely to be “better” than anyone lower down. 

Such an approach values the potential contribution made by everyone in the organization and encourages ‘real’ participation. In this sense we are attempting to create a culture which shares responsibility for success.

The belief is that by encouraging participation we are tapping into people’s intrinsic desire to do something fulfilling in their working lives. Such an enabling culture connects with the values of duty, service and commitment which underpin every person who works in education, although sometimes lurking beneath the observable behaviour of some people.

Such an organisation has faith in people and trusts that by providing such an environment that people will respond in kind.

A common characteristic of an overly hierarchical organisation is the way in which it handles information i.e. “knowledge is power”. The culture to which we aspire is one where all information – aside from personally confidential information – is shared with everyone, and, more importantly, where leaders are prepared to engage in dialogue about that information. Through dialogue we shape our future together.

This idea of shaping our future together provides a foundation for success by recognizing that together we achieve much more than if we were to do it by ourselves.  The development of a community of people who value and care for each other regardless of position is a fundamental element what we seek to build.

Yet such a culture cannot be created overnight, it requires patience, stamina and a capacity to see long-term consequences for short term actions.

Within such a culture everyone is accountable for the success of the organisation. The aim is to move away from the dominant definition of accountability as liability and blame – towards an understanding which sees accountability as personal commitment, where people can operate at a level far beyond any negative line of consequence which can paralyse and destroy creativity and personal satisfaction.

By adopting an appreciative approach towards people, ideas and practice we build an optimistic and enthusiastic culture where anything is possible. If such a mentality is combined with a reflective and ‘critical’ eye – where ideas and opinions are open to dialogue and improvement -then an exceptionally powerful momentum can be created – a momentum which is characterised by a determination to do things “well”.

For such a culture to be introduced, developed and sustained the leader must ensure that their behaviour reflects the values which have been outlined above. It is this consistency in personal behaviour which provides the greatest leadership challenge, for the temptations to make quick changes for personal benefit; relying upon hierarchy to push things through; denigrating others;  dismissing alternative opinions; and adopting a management-centric perspective towards the change process are difficult to resist.

Yet, I would argue, leaders who are committed to substantive change in their organisation would do well to resist these temptations and concentrate on translating the above theory into  daily practice.

Key words  

Hierarchy; participation; sharing; enabling; creative; open; committed; duty; service; caring; connected; professional; long term; stamina; patient; humble; substantive; critical thinking; promote autonomy; optimistic; appreciative; trusting; ambitious; intentional; accountable; humane; people-centric; courageous; enthusiastic; living out in practice