Tolerating bad behaviour can (badly) shape your company culture Let’s be honest: In most companies, culture isn’t coconut water on tap or motivational frames featuring impressive mountains and less impressive cliches. Culture is the unspoken codes; the behaviours that are either
UGRs – ‘Unwritten Ground Rules’ – are a unique way of thinking about and managing an organisation’s culture. They inflict a great deal of pressure in terms of how people should behave. But how do they start? Much of the discussion
We’ve recently come across a concept that has inherent appeal – the ‘Spiral of Silence’. Developed by Elisabeth Noelle-Neumann, founder and director of the Allensbach Institute (Germany’s version of the Gallup Poll) the argument is that public opinion is a
Work-life balance. A concept that’s been at the forefront of workplace culture and productivity discussions for over half a century (if not longer). For many years “work-life balance” has been used to describe the sought-after output of successfully juggling the demands
In the mysterious realm of business, one spectral presence looms large at the moment, challenging both senior managers and executive leaders. It’s called “quiet quitting” and it manifests as the non-physical departure or withdrawal of employees from their jobs. More specifically,