Unseen Currents in Organisational Change
There’s a popular allegory which tells the tale of two goldfish swimming in a bowl. They greet a third fish who remarks “water’s warm today”. One turns to the other an asks “what’s water?”. This parable, often attributed to David Foster Wallace, has often been used to encapsulate the essence of organizational culture — an omnipresent force that shapes our perceptions and behaviors yet remains largely imperceptible. Perhaps less talked about is the life-giving property of the water for the fish and by extension the existential experience that would be evoked if it were to be removed.
This resonates with Edgar Shein’s assertion that culture is “a pattern of basic (unconscious) assumptions…invented, discovered, or developed by a given group…as it learns to cope with its problems of external adaptation (working with the outside world) and internal integration (where its employees work with each other) that has worked well enough to be considered valid…and, therefore is to be taught to new members….as the correct way to perceive, think, and feel in relation to those problems”. Just as fish are enveloped in water, we are immersed in culture, often unaware of its existence until we attempt to alter its currents. Unaware also of it’s critical role is having us feel safe.
The strength of our attachment to these cultural patterns becomes palpable when attempting cultural change — a formidable task for any organization and one that has many stratching their heads at seeming “irrational” responses to even small alterations. My experience would suggest that this challenge is particularly pronounced in high-growth businesses transitioning from startup agility to the structured predictability of scale up. As the need for agility gives way to demands for stability and efficiency, everyone may find themselves adrift in unfamiliar waters.
The shift from nimble, flexible ways of working to structured, deliberate processes can create dissonance, prompting some to seek refuge elsewhere or long for the halcyon days that seem long past. It’s no wonder that many choose to depart at this critical juncture, struggling to reconcile the evolving organizational landscape with their established cultural bearings.
For leaders in and/or consultants working with such organizations, it’s imperative to recognize and pay attention to these unseen currents of culture. Recognising the critical role they play in the psychological health of all who make up the system. Not dismissing an individual or collective response to change as dysfunctional but recognising these behaviours as natural responses to a perceived threat. By acknowledging its existence and understanding its impact, we can cultivate environments conducive to growth and adaptation. Just as the goldfish must acclimate to changing temperatures in their aquatic realm, so too must we adapt to the evolving tides of organizational culture.
