ABSTRACT
The traditional ways most companies target desired behavioral improvements like collaboration is through training and coaching, teaching employees important communication skills like active listening, framing, contracting, negotiation, as well as through personal competencies like adaptability, and so forth. Viewing culture as a reference system anchored by dominant logics visible in everyday business practices takes culture well beyond the confines of HR and employee attitudes. An almost daily stream of news laying blame for employee malfeasance and poor judgment at the altar of culture. Culture is far more systemic and invasive in human systems than thought by those who believe free soda or ping pong tables, or the recognition that employees love their CEO but loathe their boss, is culture. Culture is a system of shared implicit logics designed to organize meaning across a wide range of practices, behaviors, attitudes, and visible forms of culture.
