Culture is the set of shared attitudes, values, goals and practices that characterizes an organization. Today, I hear leaders complaining that their biggest organizational problems boil down to issues involving that one word. If culture is indeed the problem, it should be addressed and not continually ignored or tolerated.

We also hear about the need to change culture, especially within government. Many leaders are recognizing that to remain relevant, they must adjust the culture of their organization and adapt to the changing world. Yet, others prefer to ignore the need for cultural change and allow Darwinian practices to dictate their future and limit their choices.

The ambiguous threats of manmade and natural disasters continue to put pressure on government leaders. Poignant lessons from events such as 9/11 and Hurricane Katrina prove that government must consider new approaches to national security and public safety. In part, government must find ways to overcome the barriers, boundaries and silos dividing agencies that have overlapping or shared missions. Bitter experience proves that such divisions weaken the government’s ability to anticipate, assess and respond to crises.

Today, too many complain about their cultural issues without taking the initiative for affecting change. Although it’s tough, time-consuming work to turn a Titanic, it can be done. Culture does not have to be a four-letter word or your nemesis. So, do you want to change your culture?

Read the rest of the article at SIGNAL Magazine. 

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