Culture in organizations

Culture is one of the most complex and intangible parts of any organization. It’s shaped by people coming together — each with their own experiences, values, and ways of working. Culture is never static; it evolves constantly. Add one new team member, or lose one, and the dynamic can shift dramatically.

We all intuitively recognize the difference between a toxic and a healthy culture. Maybe we can’t always describe it perfectly, but we feel it. In healthy teams, there’s lightness, laughter, optimism. Problems are approached with a “glass half full” mindset. There’s a sense of energy, trust, and connection — and just as importantly, the courage to give honest feedback when needed.

But here’s where it gets tricky:

A culture that feels “good” because it’s fun and friendly can also become closed off. Tight-knit groups can unintentionally form cliques, resist change, or exclude newcomers. What once felt like great chemistry can slowly turn into fragmentation or even hidden negativity, like gossip or resistance to new ideas. This is why true healthy culture is about more than just having fun together. It´s about connection, openness, accountability, and growth. The Monkey Experiment

In an experiment, a group of monkeys was placed in a space with a banana at the top of a ladder. Every time one monkey climbed the ladder to get the banana, the entire group was sprayed with cold water. Eventually, the monkeys learned to stop climbing the ladder — and even began pulling down any monkey who tried.

One by one, the monkeys were replaced. Each new monkey, unaware of the water, would try to climb the ladder — and the group, now conditioned, would pull them down. Eventually, none of the original monkeys who had experienced the water were left.

Still, the rule remained: don’t climb the ladder.

No one knew why anymore. It was just “how we do things here.”

So this experiment gives some extra perspective on culture. It’s not always based on logic or current reality — but on repeated behavior, group pressure, and inherited norms. And this is why changing culture is so difficult, but also so necessary when it no longer serves the people or the purpose.

Recognizing a Toxic Culture

Toxic culture can show up in different ways:

• Teams that resist change and view new ideas with suspicion.

• Persistent negativity where the “glass” is always half empty.

• Excellent short-term results driven by fear, pressure, or overwork — but at the cost of long-term health, resulting in burnout or high turnover.

• Cliques or silos where collaboration breaks down.

• A “that’s just how they are” mindset that excuses poor behavior instead of addressing it.

Remember this crucial principle:

An explanation does not equal justification.

Understanding why someone behaves a certain way is important, but it doesn’t mean that behavior should be accepted if it’s harmful to the team.

How to Build (and Rebuild) a Strong Culture

It sounds simple in theory, but building a strong culture — especially after change, like a reorganization — is hard, delicate work. It requires a deep understanding of what’s really happening in your team.

From there, you can begin to act:

1. Observe what’s really going on.

   Sit with your team. Listen to conversations. Watch the energy. Are people open? Do they ask questions? Do they laugh? Do they challenge each other respectfully?
   

2. Use the three leadership rules I often refer to:

   • You can never do it right for everyone.

   • Ask questions instead of making assumptions.

   • Assume positive intent.
     

3. Know the stories and symbols that live in your team.

   What are the unofficial rules? Who gets heard? Who doesn’t? Who sets the tone, even informally? What happens when someone makes a mistake — is it safe to learn, or is there punishment? Think about the monkey experiment in this example.
   

4. Identify who is in the right place, and who may not be.

   When a culture is off, it’s often tied to a few key roles or individuals. That doesn’t mean they’re “wrong” people — sometimes they need support, clarity, or a new challenge. Sometimes they’ve outgrown the team, or the team has outgrown them. But doing nothing leads to rot.
   

5. Watch for micromanagement or emotional neglect.

   Toxicity isn’t always loud. Sometimes it shows up as constant control and no trust. Other times, it’s leaders who say nothing, do nothing, and let things slide — slowly damaging motivation and care.
   

6. Don’t justify unhealthy behavior with personality.

   “That’s just how he is” might explain behavior — but it doesn’t justify it as stated before in this article. If it harms the team, it needs to be addressed. Growth means challenging what’s familiar.
   

7. Have the courageous conversations.

   The best cultures are not conflict-free. They are conflict-capable. People talk. They clarify. They disagree — and move forward together. That’s real connection.

Finally, know this: culture work takes time. But it also responds fast when you act with clarity. The biggest lever you have as a leader is putting the right people in the right seats. That, more than any poster or team day, shifts energy fast.

But don’t rush. People matter. Ask. Listen. Reflect. And then lead.

You’re shaping culture whether you realize it or not — so do it on purpose.