Peter Drucker once declared, “Culture eats strategy for breakfast.”
Every group has a culture. A culture is a set of expectations or a set of rules of how people operate together. In organizations managers encounter many challenges and respond by problem solving. These logical efforts occur within the culture or shared set of expectations. If an initiative goes outside the cultural expectations there is conflict and the problem solving effort tends to get modified until it conforms to the cultural expectations.
The challenge is to stop trying to move away from that which is unwanted. The challenge is to identify a new result that we want to create, to move toward what we really want. The shift to purpose creates a different dynamic. By envisioning the future and acting upon it, we become positive deviants. We act in ways that are outside the cultural rules. Knowing and acting on the result we want to create disturbs the culture and creates opposition.
The emergence of opposition may be unsettling yet it is a marker of progress. If we remain committed and persist in the face of resistance, our committed behavior becomes a message that someone actually cares enough about the organization to suffer the cost of personal conflict. The presence of such commitment communicates. People begin to contemplate the possibility, even if they are against it. The possibility enters the collective conversation where it takes on a life of its own.
The enactment of committed purpose is much more powerful than words. When we courageously move forward we initiate the dynamics of cultural change. To do so is to empower one’s self. Empowered people tend to empower their community. The culture begins to change.