Margaret Thatcher once said: "There is no such thing as society. There are only individual men and women, and there are families." Would not expect anything less from the Iron Lady was sitting on the right side of the stage political right, where individualism and collectivism is King's bad for your health. If the former British Prime Minister really believed what he said, the letter or was easy to use as a strength in defense Tory ideology of individualism,I do not know. But the world listened and responded with varying degrees of horror, or admiration.

My temptation to steal the line is strong. So here is forgotten, the culture, there is one behavior. These can be accepted or not foreseen, expected or unexpected, sanctioned or not. There are established ways of doing things, talking, thinking and ways of grouping people. There are also the visible window to the world, such as logos, colors, objects, symbols and otherTools, commonly known as "artifacts", known as a scholar educated. Above all, there are people - individuals, pairs, trios, groups, teams, networks and all the other multiples, and not do certain things. That is all visual, as I can, how people behave in a particular environment. And what is culture.

In fact, I do not agree with Thatcher. I think there is such thing as society, and that the collective entity business. But I agreethat "society" as a concept, however important they may be, has little operational value in the workplace. To put it bluntly, I can "society of work", but I know very well "individual men and women" and small groups as "families". People, institutions and governments to give money and take money from individuals and create laws to protect or punish. Thus, they frame and shape of something of companies. But all this is because the individual or theirGroupings. The shape of the "society", whatever it is, depends on all the things we do or not do, as individuals and in our natural (family / domestic) or artificial (company / institution / work) groups.

Thatcher was that the company can not be described in terms of its components. My point is that imitators, even if culture can be described in terms of many, most of them serve as artifacts, and many other brands are any measure of reliability. Put simply,Labels such as corporate culture, the culture ages, the culture of fear, or high culture of trust have almost no meaning until you describe what you mean. These labels represent different things that you and me. And once you start to describe a serious and articulate brand, what do you mean, you are obliged to describe what people do or not do what it can do or not defined as behaviors that are not negotiable, thethose are the places to take you and those that do not lead to anything. Ultimately, we will talk about behavior.

The only parameter which are very practical, the behavior of individuals or groups that exist within a culture. I heard him say, 'Wait a minute, that sounds a bit' as a reductionist approach. What rules, beliefs, attitudes, values, hopes, expectations and emotions? " Of course, the culture also has standards, many of them are implicitly closed. But the rulesMirroring behavior. Yes, I agree that people in cultures and attitudes, beliefs, values, hopes, expectations, emotions, and so they have. The problem is that if you press me, I would say all these things are immaterial so beautiful, from what I see people doing or not doing, in other words, their behavior.

I have extended the argument of design here and in a rather fundamentalist psychologically, known as behaviorism. For many people, both inside and outside theworld of psychological science and social behaviorism "Thatcherism in psychology", and as in politics, not everyone cup of tea. We could spend hours discussing this in the context of the social scene, and that would be nice. But the work as a business practitioner, I need specific requirements.

Many of the reasons why people take a more cynical approach to mission statements and statements of values is because they are not fully operational concepts, which, of course, allSo they do not agree. If your statement of values lists qualities such as integrity, honesty, creativity, trust, pro-business and customer orientation, you are the bell curve on top. The real question is, what does it all. Yes, sometimes there are explanations, but are rarely the behavioral level. What is that people have to do, or not known to be "honest"? What behaviors are acceptable or unacceptable "Integrity"? What does "trust"mean?

Practices are questionable, while the values are not. Behavior alone, without reference to the values of bits of information into a computer that has meaning only when you are together. Values alone, without reference to the conduct is a label bare open to interpretation. Culture is defined by values only beautiful, but not enforceable. Culture is defined in terms of behavior may not have the splendor of the grand mission statements, but provides a clear and Limits for the people, with the advantage that you can always refer to a system of values.

If you've been following along and kind of agreement, the next question: "How can we change the culture?" This is very important in many parts of the organizational life cycle, but becomes particularly evident in M & A, long time crisis, or soul-search-lousy-productive time, for example. I once heard a client whose company was involved in a merger, saying: "We are an entrepreneurial spirit> Culture, culture, and you're a couple. We must create a culture that is the best of both. "It looked to me like a recipe. A little 'me a bit' of you, here's the souffle. It 'was hard to see how things were working because that would be described as an entrepreneurial CEO, disorganized as I am, near chaos. It was referring to the corporate culture had developed in a way, in fact dinosaurs. The marriage of chaos and not of the dinosaursnecessarily breed gazelles. But what can you do with these concepts? Not much, if not to create good press releases.

If you really want to change a culture, the work conducted on the original. Start by assessing the patterns of behavior organization. Asked what are the usual practices that "have become part of the furniture," or that "culture" too. And the question whether they are of stimulation and blockers to achieve what you are trying to. There are tools andMethods to evaluate this. Therefore it is necessary to evaluate which mechanisms to strengthen your "spot" in your culture. "What do you reward or punish what behavior is encouraged and what is discouraged? Who is promoted for what and who is fired for what ? "This part of the year, again with the right tools and methods, you will be more than" tell your culture than any other effort of evaluation. Then you will be able to provide goodBehavior management practices and define a set of new (or old), a behavior that seeks to establish and implement a set of new (or old) reinforcements to maintain it.

Only those behaviors that will dwarf the increased retained, and all the others. If a problem exists, it is because it is reinforced if they are not aware of this o. There are no tricks, methods, and initiatives to counter-intuitive that you need to learn, but these are not the point here. It 'absolutelypossible to 'change a culture' within a matter of weeks provided you work at a behavioral level. It will take months or years otherwise.

Reinforcements are not the same as rewards. A reward is something that I have declared as being one. I could give you five pounds, dollars or euros as a reward for something you have done. If you were expecting two, or you feel five is appropriate, it is likely to be a reward and a reinforcement of your behavior. If you were expecting five percent, five pounds, an insult, not a reward or reinforcement. Even if you have five in order, you can go a pat on the back, by choice, to raise funds against the possibility of using one of the largest and least expensive amplification were missed. Here's the trick question. Split in a recent analysis with a customer, a sales company 48% compared to 52% over whether they were monetary or non-financial rewards. It 'was a shock to the administration, because they never asked.

A typical case ofneed a cultural change in the sales forces, which were created with a strong individualist ethos. It was originally hired people who could sell ice to Eskimos, and for years rewarded with big bonuses for individual performances of sale. But now you have discovered that the system of Darwinian survival of the fittest ", has worked in the past is no longer appropriate, in a new environment where collaboration and information exchange between people is the key to your strategy. IfBe combined sales forces, and areas for cost savings associated with, or, now need to repeat "the man next door" to work with them. Culturally speaking, you have a great culture individualistic, and you want to do business with the change and still achieve your goals.

Cultural issues that we take for painful areas. You are better forgotten, about culture, and instead focus on changing behavior. What is the need for representative and district manager hoursdo differently and how they want to reward new behavior? There was perhaps not in the habit of cooperation, we must begin with a little 'social engineering
And creating initiatives that require, by definition, and to speak in their merits, people and communicate with others. These behaviors should be rewarded. Not individualistic-sharing does not get more reward.

These processes are very strong. Contrary to popular belief, as peopleconduct themselves changed very quickly. E 'absurd to believe otherwise psychological. Surprisingly, many people believe in economics, it is difficult or impossible.

This is in total contradiction with daily life in the social and political behavior can move in on an hourly basis. If in doubt, consider how quickly the Spanish population turned against the conservative government then when he accused the train bombings in Madrid, the Basque separatist group ETA, evenif the police had information that Islamic fundamentalists were responsible.

Development of new behavior is a bit 'difficult, but in general, is a change in behavior will be powerful and prosecuted. Cultural change without reference to the collection or focus on conduct that is wishful thinking and doing rain all in one.

Speaking of hard-core pornography in 1964, said the U.S. Supreme Court, Potter Stewart: "I will not try today, the type of material I understand to define, embrace more ...But I want to know when I see him. "

I also know of a culture, when I see it, but what I see are people who do things and conduct their own way. Cultural change to really change the behavior.

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