据哈佛商业评论消息，信任、争吵和照顾孩子。最近在给一些刚组建的团队做咨询时，我常常围绕上述三个方面提出大量的问题。这听上去更像是在做婚姻咨询而不是公司管理方面的咨询，是不是？
很多时候，跟我交谈的团队都认为文化很神奇，但最终不会对公司有任何帮助。即使他们认为文化确实很重要，但对于自己公司的文化到底是什么，他们却很难描述清楚。
这也就引出了一个问题：文化重要吗？
多年前我在圣克拉拉大学（Santa Clara University）的管理学教授戴维·考德威尔（David Caldwell）曾对我说，文化是一种看不见的粘合剂，可以把组织成员凝聚在一起。它包括使命、价值观、工作方式等，它们难以书面化、评估及衡量，因此也难以管理。其他许多专家，如彼得·圣吉（Peter Senge）、约翰·科特（John Kotter）等，就是在这种理解基础上添加了一些复杂的、有细微差别的概念，但是考德威尔的“看不见的粘合剂”这一理论十分准确地诠释了文化这一概念。
文化的“无形性”让许多管理者将其视为一个轻松随便的话题，但正是它决定了我们如何完成各项工作。例如：
我们彼此信任吗？我最近合作过的一个团队让我联想起一帮6岁孩子踢足球，每个团队成员围着问题讨论就像孩子们围着足球踢玩。他们一起移动，以免跑丢了脑海中的那只“球”。在这种文化下，每个人的位置都是不确定的。这种“我们一起参与”的文化规范当然体现了平等，但无法支持专业分工、扩大规模或职责分配。我担心，随着团队成长，当大家不能再聚在一起时，他们就会失败。当他们挤作一团时，其实就表示他们不知道怎么去相信别人能做好他们那份工作。和许多团队一样，他们不懂得如何放手让其他人去做自己的工作，因此也就无法扩大结果。
分歧意味着什么？我们都知道，为了实现最佳创新，我们都希望最优秀的创意能够胜出。但是，有时候从我们的表现来看，好像只有当这个创意是我们自己提出来时，上面这一点才成立。最近，某个团队的两名成员在某件事上出现了严重分歧。两人都有事实证据支撑自己的观点，也都是为了公司的利益。两人都认为自己“有理”，要首席执行官直接选出胜利的一方，让失利一方认输，最好直接走人。如何对待意见分歧和持不同意见者，也是公司文化的一部分。如果团队不知道如何处理意见分歧，芝麻小事可能就会演变成生死大事，或者反之，被动进攻性会悄悄发展成一种无论如何都要避免公开分歧的机制。
谁照顾孩子？最近，在一家拥有5万多名员工的公司里，某个团队描述了一个情况：公司有个团队尽全力快要达到阶段性目标，之后就可以把项目交给其他团队，可是他们却在最后一刻放弃了已取得的成果。他们以“照顾孩子”作为类比表达了内心的不快。“即使知道我们的共同目标是培养孩子上一所好大学，可是你会像我一样照顾孩子吗？”当“孩子”或在这里是指业务绩效不是由大家共同拥有时，事情很容易就这么漏掉。事实上，在我们高速发展的世界中，多数企业问题都是发生在各自为政的部门之间或无人负责的“空白点”上。
如何完成工作推动着企业的业绩。信任、冲突解决和共同拥有这些问题，是团队完成工作的基础。文化就是一整套习惯，它们让一群人通过假设而非谈判来进行合作。根据这个定义，文化并不是指我们说了什么，而是指我们自觉地做了什么。健康的文化能促进成员共同创造，而不是孤身奋战。集体创造的成果总是要比个体成果简单相加大得多。如果我们只得到2+5+10=17，就没有获得任何协同的好处。我们要追求的是2*5*10=100，这样成效就能大增。文化会推动或阻碍企业职能的发挥。弄清楚组织中制约发展的领域，你就可以加速创新和发展引擎，并最终取得财务增长。
斯蒂芬·萨多夫（Stephen Sadove，Saks公司主席兼首席执行官）对文化推动财务增长表示认同。他在《纽约时报》（New York Times）一次采访中指出：“文化推动创新，事实上文化能推动你在公司里要实现的任何事情，如创新、执行，什么都行。而这些又会推动财务业绩。我在华尔街做演讲时，人们总想知道你的财务结果、公司战略、面临的问题，以及为推动业务发展所采取的各种举措。从来没有人问你文化、领导力和员工方面的问题。然而，人们应该关心的恰恰正是这些问题，因为是员工、领导力和创意最终推动了财务数字和经营结果。”
我们能够看到工作业绩的外在表现，如产品出货量、订单收入、每股收益，因此我们可以在分析师电话会议和管理层会议上讨论这些数据。但是，我们几乎看不到，也肯定无法衡量优质产品、收入或每股收益背后的文化因素。不过，这并不表示我们就无法破译文化。
经过20年的战略研究之后，我可以说：文化总是胜过战略。一旦与文化割裂开来，再好的战略构想也没有任何意义。如果战略与人们的信念、行为或决策方式相冲突，那它注定会失败。相反，具有强烈文化意识的团队则能够将平凡的战略转化为成功。而要取得业绩，执行也很重要。确实是这样.
原文：Trust, quarrels and look after the children. Recently in to some of the newly formed team to do consultation, I often focus on the three areas mentioned above make a lot of problems. This sounds more like a marriage rather than the management of the company consulting, isn't it?
In many cases, to talk with my team think culture is amazing, but ultimately not be of any assistance for the company. Even if they think the culture is very
This also raises a question: culture matter?
Many years ago I was in University of Santa Clara (Santa Clara University), Professor of management of daiwei·kaodeweier (David Caldwell) had said to me, culture is a kind of invisible glue that can unite together members of the organization. It includes the mission, values, methods of work, of their writing, assessment and measurement, and therefore difficult to manage. Many other specialists, such as bide·shengji (Peter Senge), John p. Kotter (John Kotter), is added on the basis of this understanding of the concept of more complicated, there are subtle differences, but Caldwell's "the invisible glue" this theory is very accurate interpretation of the concept of culture.
Culture of the "invisible" make it easy for many managers see it as a random topic, but it is what it determines how we complete the work. For example:
We do trust each other? Recently, I have worked with a team that I think a 6-year-old playing football, each team member around the issues discussed are like children to play around the football. They move together, so as not to run that only lost his head "ball". In such cultures, each person's location is uncertain. This "us participation" course reflects the equality of cultural norms, but cannot support specialization, scale or duty assignments. I fear that, as the team to grow, if we can't get together, they will fail. When they make a ball, and in fact that they do not know what to believe that other people can do their job. As with many teams, they do not know how to let others do their own work, and therefore will not be able to expand the results.
What do differences mean? We all know, in order to achieve the best innovation, we all want the best ideas win. However, sometimes from our performance, seems to be only when the idea is that we made when above this point established. Recently, a team of two members appeared deeply divided on a matter. Two people have the facts supporting his views, are for the benefit of the company. Both were considered themselves to be "rational" to the Chief Executive, directly elected party to victory, defeat of the losing party, preferably directly to leave. How to deal with differences of opinion and dissent, is also part of the culture of the company. If the team does not know how to deal with differences of opinion, trivial events might evolve into life and death of Sesame, or conversely, passive aggressive are quietly developing into a mechanism to avoid exposing differences anyway.
Who takes care of the children? Recently, in company with more than more than 50,000 employees in the company, one team describes a situation: there's a team effort is
How to complete the work to promote the enterprise's performance. Jointly owned trust, conflict resolution, and these problems, is the basis of team work. Culture is a set of habits, they give a group of people through assumptions rather than negotiations to cooperate. According to this definition, the culture does not mean what we say but what we consciously do. Health culture to promote the members work together to create, not Wiles. Outcome of collective creation always much larger than individual achievements add simple. If we had to go to 2+5+10=17, you did not receive any synergistic benefits. We want to pursue is 2*5*10=100, so that results will greatly increase. Culture can promote or impede the function of enterprise play. Clear organization of restricting development in fields, you can accelerate the innovation and development of the engine, and finally achieve financial growth.
Sidifen·saduofu (Stephen Sadove,Saks President and CEO of the company) agree to culture to promote financial growth. He was in the New York Times (New York Times) in an interview: "culture to promote innovation, in fact culture can push you to achieve anything in the company, such as innovation, execution, whatever. And these in turn will promote financial results. When I give a speech on Wall Street, people always want to know the problems in financial results, corporate strategy, and taken to drive business development initiatives. No one has ever asked you culture, leadership, and staff issues. However, it is precisely these problems should be concerned
We can see the performance of the external manifestation, such as products, orders, revenue, earnings per share in shipments, analyst telephone conference and management meetings so we can discuss those data. However, we almost do not see the, and certainly could not measure quality products, cultural factors behind income or earnings per share. However, this does not mean that we will be unable to decipher the cultural.
After 20 years of strategic research, I can say that: culture is always better than strategy. Once separated and culture, it is a good strategy nor is there any significance. If the strategic conflict with people's beliefs, behaviors, or decision-making, it is doomed to failure. Instead, the team with a strong cultural awareness is able to convert a common strategy to succeed. Results are to be achieved, implementation is also very
