Belonging: The Tapestry of Organizational Culture Woven by Individual Experiences
A 5 MINUTE READ
In the dynamic landscape of today's professional world, organizations of every stripe are recognizing the significance of fostering a sense of belonging among their members. The foundation of a strong organizational culture lies in the intricate tapestry woven by the individual experiences of its members and the shared threads of value that bring them all together under the vision of it’s leadership. Beyond this foundation, there are specific elements that provide evidence of a culture of belonging. Let’s dive into this essence of belonging and what makes culture, culture.
Belonging is more than just a buzzword; it is the lifeblood that courses through the veins of a thriving organization. Every organization needs people that are there to do the work, provide energy to their designated areas, step up in times of need but know their role and respect it, are connectors, go above and beyond, etc. When individuals feel a sense of connection (fit), acceptance, and purpose, they are more likely to invest their time, energy, and talents into the collective. When an organization, then, recognizes the connection with their individuals and the ways in which their contributions allow the whole to be successful while striving to provide the nutrients needed to keep them healthy; a culture of belonging can thrive.
The Mosaic of Individual Experiences (the Body): Every member of an organization brings a unique set of experiences, perspectives, and values. These individual narratives collectively contribute to the mosaic that is organizational culture. If these narratives are only deemed relevant when there is a major initiative, a problem or when recommended to be shelved until the next time, the message is that these individual experiences are not important. According to Olson (2002), “…the Organizational Culture (OC) concept addresses the unique ways people behave privately and publicly within an organization, and the processes by which language, values, etc. come to be shared across individual organization members.”** So, how do you communicate in your organization? How do you gather, assess, and integrate individual perspectives into the larger conversation to build/maintain trust and stay current with your workplace community? How do you know that your organization is meeting the goals set around these targets? These are not just questions for senior leaders but for middle managers, department leads, etc. When space is made for contributing individual experiences and validation extended to these perspectives, a shared understanding can be fostered and acted upon.
RIGHT NOW ACTIONS
Be clear that every perspective or experience is valid but may not be acted upon at that time or at all. Being upfront about what can and can’t be done goes a long way in empowering and encouraging communication.
Check in informally with your team members. While relationships may look different, showing equal interest and reminding members that you are available to listen privately if needed increases comfort and reinforces the message that their experiences are important.
Use non-punitive questioning to find the gaps in member experience and understanding so that responses can address what is needed to be successful.
Leadership's Role in Shaping Culture (the Head): All leaders including and sometimes especially, managerial leaders plays a pivotal role in setting the stage for a healthy organizational culture. Key behaviors that support and nurture belonging include:
Modeling: When leaders prioritize and model inclusive behavior, they send a powerful message that all belong. Modeling the agreed upon values, professionalism, tolerance, and language, sets the tone and provides a reference point for appropriate community behaviors.
Consistent, Timely and Transparent Communication: Communication channels that allow for the flow of information to run true and clear are essential for a healthy culture. The community being aware of how communication flows, who to go to, and where authority lies for decision making creates a sense of security that promotes psychological safety.
Confronting: Addressing issues in a forthright and timely manner can be deeply uncomfortable especially if the issues are a direct reflection of the leader themselves. However, allowing rumors, toxic behavior, unprofessionalism, and other maladaptive behaviors to run rampant throughout the community due to avoidance, emotional dysregulation, or a lack of processes (to name a few) can cause these behaviors to set and fester. Confronting concerns, both openly and privately, promotes a healthy culture of openness, trust and safety among its members.
Advocacy: Leaders that protect their community through advocacy and support promote a strong culture of connectedness. They do so by ensuring they know their workers and their clients; stepping in to manage abusive or destructive client behaviors; and providing opportunities for staff to debrief and de-stress. In this way, they may proactively reduce the prevalence of compassion fatigue, stress, and trauma.
Support: As mental health concerns, especially burnout, increase, organizations are revisiting their policies and resources to protect and support their communities. Getting feedback from leaders and employees around the resources that can best reduce feelings of overwhelm and practices that can prevent burnout when at work is important to normalizing a culture of wellness. Proactively enforcing these practices are also key!
In closing, the culture of an organization is not an abstract concept; it is a living, breathing entity shaped by the myriad of individual experiences within it.
If you have questions or ideas about embedding a culture of belonging in your community that goes beyond training and trends, contact us for more information and let’s explore the possibilities together.
Interested in conducting a gap analysis to get more information around the needs in your organization’s functional areas? Learn more about how to participate in our limited time organizational assessment pilot for free!
** Reference
Olson, R. (2003). Organizational culture putting the organizational culture concept to work. The behavior analyst today, 3(4), 471.
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