Organizations' Culture Is Built Over Time As Members

Post 1an Organizations Culture Is Built Over Time As Members Develop

Post #1 An organization’s culture is built over time as members develop beliefs, values, practices, and artifacts that seem to work and are transmitted to new recruits. Defined as “the way we do things around here,” culture anchors an organization’s identity and sense of itself (Bolman & Deal, 2008). The symbols in an organization can take many forms, including myths, values, and visions. The essence of a visionary company is reflected in how its core ideology and drive for progress are integrated into the very fabric of the organization (Bolman & Deal, 1994, p. 201).

In the context of the U.S. military, organizations often develop unique rituals and symbols that reinforce their cultural identity. For example, the Missing Man Table, also known as the Fallen Comrade Table, exemplifies such a symbolic practice observed across all branches of the military. This ritual, often set up in dining facilities during ceremonies and service events, serves as a solemn reminder of service members who are missing, detained, or fallen in action. It is not mandated by formal regulations but has evolved over time as a meaningful tradition that embodies respect, remembrance, and collective memory (Bolman & Deal, 2008).

IPPS-A, a modern military system, exemplifies the influence of organizational culture on operational practices. The system’s development employs Agile methodology, involving iterative releases, stakeholder engagement, and continuous feedback, thus fostering a culture of innovation, adaptability, and collaboration. Stakeholders’ critiques and hands-on feedback during design and testing phases are directly integrated into the system’s evolution, reflecting a culture that values inclusiveness and responsiveness (Bolman & Deal, 2008). Such practices not only promote better usability but also embed a culture of participatory development, emphasizing shared responsibility and collective success.

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Organizational culture is a fundamental component that shapes the identity, practices, and behaviors within an organization over time. It develops through shared beliefs, values, practices, and artifacts that are transmitted from experienced members to new recruits, creating a collective identity that guides actions and decision-making. Bolman and Deal (2008) define organizational culture as “the way we do things around here,” emphasizing its role as an anchor of organizational identity and cohesion. This cultural framework is often expressed through symbols, myths, and visions that articulate the organization’s core values and aspirations (Bolman & Deal, 1994).

Military organizations exemplify the development of unique cultural practices and symbols that reinforce their identity and cohesion. One prominent example is the Missing Man Table, a ritual that honors fallen, missing, or imprisoned service members. This symbolic act is observed across all branches of the U.S. military, usually during ceremonies or dining events, serving as a poignant reminder of sacrifice and remembrance. Although this practice is not mandated by a specific Department of Defense regulation, it exemplifies the organizational use of rituals and artifacts to reinforce shared values, foster esprit de corps, and maintain a collective memory of service (Bolman & Deal, 2008).

Contemporary military systems, such as the Integrated Personnel and Pay System - Army (IPPS-A), reflect how organizational culture influences operational methodologies. IPPS-A employs Agile development, characterized by iterative releases, stakeholder engagement, and continuous feedback loops. This approach underscores a culture of innovation, adaptability, and collaboration. The system’s development stages—comprising multiple releases and stakeholder reviews—encourage active participation from end-users and foster a sense of shared ownership among stakeholders (Bolman & Deal, 2008).

The Agile process at IPPS-A involves regular sprint reviews and user juries, where stakeholders critique the prototype and provide feedback on usability and functionality. This iterative engagement not only improves the system but also cultivates a culture that values inclusiveness, responsiveness, and continuous improvement. Such cultural traits are vital for organizational agility and the capacity to adapt to evolving technological and operational demands (Bolman & Deal, 2008). By embedding stakeholder participation into development, the organization fosters a collaborative ethos that aligns well with the military’s broader values of teamwork and collective responsibility.

Beyond the military context, organizational culture also manifests in rituals and symbols that reinforce shared identities. For example, the “Battle Stations” event in Navy basic training exemplifies how intense team-building exercises communicate core values like teamwork, trust, responsibility, and self-sacrifice (Noe, 2008). These immersive experiences help transform recruits into cohesive teams, reinforcing organizational values through experiential learning. The importance of such rituals lies in their power to create a sense of belonging and shared purpose, which are critical for sustaining organizational culture (Block, 2000).

However, organizational culture can also present challenges, especially when it fosters divisions or inhibits collaboration. At Training Support Center Hampton Roads, a culture characterized by factions, limited communication, and a 'don’t mess with my rice bowl’ mentality impairs cooperation and performance. Such cultural barriers hinder the organization’s ability to achieve its goals, as they generate mistrust and resistance to change. These issues highlight how deeply ingrained cultural norms influence behavior and organizational effectiveness, often requiring deliberate efforts to reshape or realign cultural patterns to support strategic objectives (Gallagher, 2003; Levant, 1998).

In conclusion, organizational culture evolves over time through shared symbols, rituals, and practices that reinforce core values and organizational identity. Whether in military traditions, technological development processes, or everyday workplace interactions, culture influences behavior, decision-making, and organizational performance. Recognizing and understanding these cultural dimensions is essential for leaders seeking to foster a positive, adaptive, and resilient organizational environment that can meet contemporary challenges effectively.

References

• Bolman, L. G., & Deal, T. E. (1994). Reframing organizations: Artistry, choice, and leadership. Jossey-Bass.
• Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. Jossey-Bass.
• Gallagher, R. S. (2003). The soul of an organization. Dearborn Trade Publishing.
• Levant, J. (1998). HRD survival skills: Essential strategies to promote training and development within your organization. Gulf Publishing Company.
• Noe, R. A. (2008). Employee training and development (4th ed.). McGraw-Hill/Irwin.
• Block, P. (2000). Flawless consulting: A guide to getting your experience used. Jossey-Bass.