As explained in one particular interpretation of Open System Theory applied to organizational operation, there are three interrelated processes that are simultaneously running within every organization that directly determine the outcomes that they produce. Firstly, the Production Core Process, which has to do with all the activities that are directly related to producing the results. Secondly, the Individual Core Process, which involves that’s most important to the individuals relative to their own personal and professional objectives. And finally, the Social Core Process that involves the integration of the other two core processes in a way that creates the appropriate synergy as individuals work together to meet their individual and organizational objectives. None of these processes operates in isolation from one another, meaning that a failure in one will necessarily translate eventually to failure in the other two, and vice versa. High performance organizations devote the appropriate amount of time and attention to all three of these processes to ensure they work in concert to create common objectives between individuals, teams and the organization as a whole, while underperforming organizations overemphasize one process to the detriment of the others.
Culture transformation is warfare, make no mistake. It’s true that “our struggle is not against flesh and blood,” but our enemies—apathy, complacency, cynicism, resignation, hypocrisy, self-righteousness—are far more insidious and tenacious and dangerous than any physical combatant could ever be, for they can hide within and overtake anyone at any time. Considering the stakes of this epic battle, we would be wise to take stock of the tools we have at our disposal, on the front lines and at the top, and put them to good use. And I’m here to tell you that, bar none, the greatest “weapon” we have in this war are our words and our conversations with each other.