ABSTRACT
So one might wonder what the relationship is between or ganizational cultur e, toxicity , and crisis management . If it is through cultures that values are determined and expressed, if it is through cultures that external events are understood, if it is through cultures that an individual experiences a sense of community and connection, if it is through cultures that one derives a sense of stability and structure, then it is obvious that a crisis management plan must start with an assessment of an organization’s culture. As discussed, cultures can be open or closed; they have a premorbid history and a certain level of toxicity. The cycle as described in Figure 1.1 functions to create a downward spiral of toxicity, morale, motivation, and performance. In much the same way that the patient with the bad premorbid history has a medical crisis and requires surgery, a work organization may function very much the same. In the case of our patient, the premorbid history includes bad eating habits, limited exercise, and smoking. The toxicity level is high and, as a result, the patient has
developed high blood pressure and high cholesterol, along with a borderline diabetic condition. The different organs within the system (heart, lungs, etc.) are not functioning well, and the morale and motivation of the entire system are diminished (“I know that I should quite smoking and lose weight…”). Even if the surgery were to be “simple,” the patient is vulnerable to numerous complications that may be very dangerous to the survival of the individual or, at a minimum, influence the recovery. Metaphorically, the organization might experience the need for “surgery” in the form of a layoff — or, a “medical crisis” that requires immediate intervention, such as a flood or fire. In this case also, the survivability of the organization as well as its recovery is greatly influenced by its premorbid history and the level of toxicity. It may get even more complicated. Assume that the overweight patient with a bad premorbid history with much toxicity lives alone and does not have much in the way of a social system to offer support and care. Statistically, as well as anecdotally, it is understood that social connection at times of stress and strain impact heavily on one’s ability to cope. As a reminder, some may have studied Harry Harlow’s early work with surrogate monkeys. In this classic experiment, he took newborn monkeys and divided them into two groups. One group was placed with their natural mothers; the other was with “surrogate” monkeys constructed of wire and terry cloth that were rigged to deliver milk to the infant monkeys, but no sense of nurturance. What was discovered was that although both groups received food, the group that had nurturance from the real monkeys was both physically and emotionally healthier. This difference in health continued even after the young monkeys were reunited with real monkeys. Extrapolating from this study, it was postulated that neglect (especially early neglect) with the lack of nurturance can lead to lifelong personality difficulties. Similar findings have been determined with children separated from their parents due to war or illness. Once again returning to the work organization, if there is limited social connection and support, the individuals within as well as the total group may suffer in a similar way.
