Is corporate culture best driven by rules? Why-Why not? What alternatives exist for setting policy?

Mark and Susan made great points. I would add that policies are just empty words unless backed up by action. The ethical and legal principles behind the “rules” must be consistently respected and demonstrated by senior leadership in order to build an ethical and respectful organization. Otherwise, a management culture that prides on discovering loopholes in the rules and “getting away with it” would develop, rendering the policies meaningless.

Knowledge@Wharton just published an excellent article on the root cultural factors in organizations that allow rule-breaking and cover-ups to flourish. A highly recommended read:

http://knowledge.wharton.upenn.edu/article.cfm?articleid=2921

My Christian Friends,

Let me make this clear:

Rules are driven by company plans (not policies), if there is Plan A, there must at least be Plan B. And it makes perfect sense for there to be a Plan B, in case if Plan A goes all wrong.

Therefore, as long as company heads are multi-tasking with their plans, no clear rules can be in place or enforced by the managers and followed by the average employee. Below average employees can be terminated (and they know it)--but it all depends on which plan is set in stone and enforced by the managers. (I am your above average employee. In fact, I score over 100%, only because companies do not care to train and to pay me properly. Yes, companies simply DO NOT CARE.)

Since plans can change at any time for any particular set of reasons (factors), managers never know which rules to enforce and the average employees never know which rules to follow (with some room for errors).

The company is really guided by CULTURE. And in any culture, company culture or otherwise, we know that certain rules always exist, while some rules may change at any give time. We therefore follow the rules that always exist---these are rules or values or guidelines that people put in mind, heart, body and soul each and every day.

As long as there is COMPANY CULTURE, one has to FIT. If people fit-in, then the company is productive no matter which plan is enforced: A or B or ZZZZZZZ.

People have to fit in.

However, the head of the culture is THE GUY WHO RUNS THE SHOW. The GUY or the GAL is the KEY!

I was terminated from a telephone company. I think I just did not fit-in. I was working too hard to fit in. I was clashing with the President. I had my own ideas. I presented my ideas to the managers, and none of my ideas were given much thought. SO now, I know I have to find a company that can adapt my thinking into their plans. Afterall, I am more republican in my approach, when I know more of what is going on with the customers, while the president has no clue as to what is happening in REALITY.

I have to FIND the BEST FIT.

BEST FIT means, once hired, I am willing to let go of certain expectations while the President is willing to let go of his or her expectations that are NOT REAL.
BEST FIT is a term that would demand some psychology, because GROWTH should be ALLOWED and DEMANDED.

The employees, the managers, and the PRESIDENT have to be able to GROW together, we should not be afraid of GROWTH. We should not be afraid to DISCOVER WHO WE REALLY ARE. We should not be afraid to FIND THE INNER CORE, THE IDENTITY. It is all about confidence in the company culture. It is all turning into the image of GOD, the Father, the Son, and the Holy Spirit.

I know now that I will do well in Sales. I just have to find that BEST fit.

So, here is my rule: HAVE NO FEAR.
Here is my rule: TRUST GOD.
My rule: Go to the Armenian Apostolic Church and read the Bible and do everything to PLEASE GOD. If this fails, just remember the CROSS. (Children of GOD: Do not worry about the blood. The blood is then part of my communion, my feast.)

Remember God does have a wonderful sense of what is funny. God does talk back to us. Do you hear God? Do you see God? Seek God. Seek Perfection.

1. TAKE your questions to GOD.
2. GIVE Thanks to GOD for taking your questions.
3. TAKE your answers from GOD.
4. GIVE thanks to GOD for taking your answers.
5. GIVE your answers to your co-workers, managers, and the PRESIDENT.
6. FORGIVE your co-workers, managers, and the PRESIENT if they do not at least hear you out.
7. MOVE ON and let the Holy Spirit guide your way with LIGHT, if you have to forgive too much, because it will be a waste of your time. Find people you can work with, because you cannot FORCE people to FOLLOW YOU.
8. Ask for forgiveness anytime from GOD, and GOD will PLEASE YOU BACK with HIGH returns.

If you have any questions, I can take them. Please ask.

Jacklin Gharibian
jacklin.gharibian@ymail.com

Thank you all for your thoughtful answers.

With regard to rules. I always ask myself this question: Why am I making a new rule? There are only two ways to answer that question, really: a) I have to cover my butt legally or b) someone is behaving in a manner not consistent with the best interests of the team.

In the first case, I do what I have to do, but I do it in a manner causing the least negative impact to my team. The truth is (and don't deny it), most adults do not like the addition of new rules.

In the second case, someone is behaving in a manner not consistent with the best interests of the team, I know immediately that a rule is not the correct response. Someone not acting in the best interests of my team is a poor fit to my team and ought to be replaced. If the best interests of the team IS in the heart of the individual, then a short simple conversation is all that is needed.

What does this have to do with culture?

Well here is the thing; rules by their very nature must be crafted to govern the lowest common denominator.

With that in mind, how is culture affected? It becomes punitive. This is evidenced in the comments to this question expressing the need for actions to back up and reinforce policy. One might argue that positive actions were meant, but it is the promise of punishment that gives teeth to rules.

So, what is another option to the formation of the best possible team culture? Perhaps the answer lies in the teachings of Dr. Steven Covey, who advocates the development of paradigms. In context, Dr. Covey is talking about belief sets, not rule sets. Rules will never ever dictate what a person believes. On the contrary, rules often cause employees to question positive beliefs they may have developed coming into your company..

What if instead of a code of conduct, for example, a belief (paradigm) was developed that all team members would do the right thing simply because it is the right thing to do? Is swearing always wrong? No. Is it wrong in many circumstances? Yes. Is the same dress and grooming required in all circumstances? No. Are strict working hours necessary in all positions? No. The truth is, a truly functional team can be tremendously flexible, and in doing so, become exponentially more productive. This is, as one of my mentors likes to say, a simple math problem; keep your team focused on those things most productive, not worried about rules, or anything else intrinsically non-productive.

Paradigms as a guiding force trump rules every time, because they allow your team to think like you and therefore make decisions as you would. Paradigms discourage your team from wasting time on the fairness of the application of rules. And paradigms are powerful. Rules require reasons, and reasons provide a platform for argument.

Think about it.

A culture built on policy vs. a culture built on deep internal belief.

EMPLOYEES work UNDER a culture based on policy. TEAM MEMBERS work WITHIN a culture built on belief.

Which would you rather have?

Together, let's put the fun back into work!
Belldon Colme
belldoncolme@gmail.com

To the original question; corporate culture should never be driven by rules, but by strategic thinking, passion and commitment to success.

Rules are useful to develop consistency in those areas that should be done essentially the same in all cases (given some variations that can be fully described in the rules text: "if A do this, if B do that, if undefined contact your supervisor" etc.)

Unfortunately, rules too often are promulgated and used where they should not be, generating some really strange and damaging actions on the part of employees who rely on them.

Perhaps a paraphrase of a well known prayer would be appropriate: "Lord give me the wisdom to make rules for those challenges that need them, to think through and respond to challenges that don't, and to know the difference between the two."

Actually rules DO affect culture, just as laws alter values, not just reflect them. I know most people don't like to hear this, and pick at it, but there's so many examples of how laws have affected behavior and values it's no longer deniable. The most obvious are drunk driving, and spousal abuse laws, recycling policies and laws.
Of course, in companies, EMPTY slogans and "rules" there for no good reason are going to be more damaging than not having them, and too many rules and rigid stuff can be restrictive, but if you have absolutely critical culture/value changes needed, codifying the most important and then backing that up with appropriate action WILL change culture.
Unfortunately, we live in an age of entitlement, and people react to the idea of rules, and being held accountable in negative, but very predictable ways, when questions like this pop up. Good question, though.