In the heart of an organisation lies a powerful, often underestimated force. This force shapes behaviours, influences perceptions, and sets the tone for what is accepted or rejected within the walls of the organisation. This force is the organisational culture. The role of organisational culture in shaping the acceptance or resistance to new technology is profound, and yet, often overlooked.
Culture, as defined by Schein (1985), is an abstract concept; it is the shared values, beliefs, and norms that govern the behaviours and actions within an organisation. Like the current of a river, it is invisible, yet it shapes everything in its path. Similarly, culture can either facilitate or hinder the acceptance of new technology.
Imagine an organisation as a garden and technology as the seeds. The culture of the organisation is the soil in which the seeds are sown. Just as the quality of the soil determines the growth of the seeds, the culture of the organisation determines how technology is adopted. If the culture is one that encourages experimentation and is not afraid of failure, the seeds of technology are likely to sprout and grow. On the contrary, if the culture is resistant to change and fearful of the unknown, the seeds of technology may never take root.
Organisations with a culture of innovation are more likely to adopt new technology. These organisations understand that failure is not a dead-end but a detour to a better solution. They value creativity and encourage out-of-the-box thinking. They see technology not as a threat but as an enabler, a tool to enhance their capabilities and reach their goals.
However, creating such a culture is easier said than done. It requires a shift in mindset from the top management to the bottom. It involves creating an environment where employees feel safe to take risks, to experiment, and to fail. It involves rewarding creativity and innovation, not just results. It involves communicating the benefits of technology and how it can help the organisation and its employees.
The journey of technology adoption does not end with the creation of an innovation-friendly culture. It is a continuous process that requires constant nurturing. Just as a garden needs regular watering and care to thrive, an organisation needs to continuously foster its culture to sustain technology adoption. This could involve regular training sessions to update employees about the latest technology trends, or creating platforms for employees to share their ideas and solutions.
Finally, it is important to remember that technology adoption is not a one-size-fits-all solution. What works for one organisation may not work for another. Therefore, it is crucial to understand the unique culture of your organisation and tailor your technology adoption strategy accordingly.
To summarise, the role of organisational culture in technology adoption is profound. The culture of an organisation can either facilitate or hinder technology adoption. Organisations with a culture of innovation are more likely to adopt new technology. Therefore, fostering a culture that encourages experimentation and is not afraid of failure can be instrumental in promoting technology adoption.
Remember, the journey of technology adoption is a continuous process. It requires a shift in mindset, a conducive environment, and constant nurturing. So, let’s start sowing the seeds of technology in the fertile soil of our organisational culture. Let’s cultivate change.
References:
Schein, E.H., 1985. Organisational Culture and Leadership. San Francisco: Jossey-Bass.
