Now that we are tackling culture, I am interested in understanding the linkages between language and culture within an organization. In our IBM studies, we found that when Gerstner took the helm at IBM, he radically redefined the organization's culture in order to effect the changes which he wanted to take place within the organization. One avenue which he used to do this was to do away with some of the esoteric language which had previously been used and introduce a common language which was accessible to everyone. In the interviews which we conducted, we heard repeatedly how in the years after the Lotus acquisition, language within IBM changed from "client" to "customer" from "company" to "firm," etc. This shift in language was an important part of the cultural change process.
Furthermore, in my "spare time" I have been reading a book by Guy Deutscher, a linguist, called Through the Language Glass (2010, Metropolitan Books, New York, NY). In it, he explores the idea that our understandings are implicitly linked in fundamental ways to our language and its subsequent restrictions. He implies that the important aspects of culture and language are "those where culture masquerades as human nature" (p. 9). Since human nature is something which we have discussed in class, I was wondering what aspects of culture influence the way that we behave within an organization which previously would have been labelled "human nature?" Can you identify some aspects of behavior within an organization which you would have previously thought were merely part of human nature but which, upon a second glance, were actually learned as part of the tacit knowledge in the organization?
Or, if you prefer, how does the language in an organization define and steer the growth of organizational culture?
I like the latter question. I believe language in an organization perpetuates the existing culture. People speak from a familiar place (what has been) as if it were the absolute, irrefutable truth. To speak about a new culture or new way of doing business requires a --"shift in language"..."an important part of the cultural change process."
ReplyDeleteIf you can not describe, in plain common language that everyone understands, what your intentions are for the organization, the message will be lost.
Here at the FED, we are trying to discuss Diversity and Inclusion in such a way that everyone understands the "WIIFM." Understanding "What's in it for me" is essential to building buy-in and partnerships which support the efforts of trying to implement a new culture change process.
One can only do what they can articulate. Having the proper language in the head, heart and mind comes through the mouth and is executable. Esoteric understanding is a natural inhibitor in the culture change process.