We begin our exploration by acknowledging that a company’s culture is akin to a garden. It’s a living, breathing entity, intricately woven with the values, beliefs, and norms that permeate throughout the organisation. These elements are the seeds that germinate into the collective understanding that shapes our interpretations of situations, influencing our decisions both consciously and unconsciously. Scott (2014) describes this as the ‘cultural-cognitive’ dimension of organisational culture.

Just as a garden requires careful tending, an organisation’s culture demands attention and maintenance to ensure it supports the decision-making frameworks within. A company’s culture can either facilitate or hinder the decision-making process, depending on how well the shared values and norms align with the decisions at hand.

Take, for instance, an organisation with a culture of innovation and risk-taking. In such a culture, decision-making frameworks that encourage experimentation and embrace failure as a learning opportunity would thrive. Conversely, in a culture that values certainty and stability, such decision-making frameworks may struggle to gain traction, as they contradict the ingrained norms and beliefs of the organisation.

In the same vein, decision-making frameworks can also influence and shape organisational culture. A decision-making framework that fosters open dialogue, for example, can promote a culture of transparency and inclusivity. On the other hand, a framework that emphasises hierarchy and centralised decision-making can reinforce a culture of deference and compliance.

However, aligning decision-making frameworks with organisational culture is not a simple task. It requires a deep understanding of the existing culture, including the shared values and beliefs, the unwritten rules, and the common ways of interpreting situations. Decision makers must also be aware of the potential impact of their decisions on the culture, and vice versa.

This interplay between culture and decision-making frameworks is a complex dance. It’s a dynamic process, constantly evolving and adapting to internal and external influences. It’s a dance that requires balance, agility, and a keen understanding of the rhythm and flow of the organisation.

The key is to foster a culture that supports and enhances the decision-making frameworks, rather than obstructing them. This might involve challenging existing norms and beliefs, promoting new ways of thinking, or introducing new decision-making processes. It’s about nurturing the garden, pruning the old and encouraging the new, to create a culture that enables effective decision-making.

In cultivating this decision garden, we are not merely shaping the physical landscape of our organisations. We are also shaping the mental landscapes of our people, influencing the way they perceive and interpret situations, and ultimately, the decisions they make.

It’s a journey that requires patience, persistence, and a willingness to embrace change. It’s a journey that can transform the decision-making process, making it more efficient, more effective, and more aligned with the organisational culture.

As we tend to our decision garden, we realise that the power of organisational culture is not to be underestimated. It’s a powerful tool that, when harnessed effectively, can significantly enhance our decision-making frameworks and processes. It’s a tool that can help us navigate the complex labyrinth of organisational decisions, guiding us towards better outcomes.

In the end, the aim is not to control the culture, but to understand it, to work with it, and to shape it in a way that supports our decision-making. It’s about creating a culture that empowers us to make better decisions, and ultimately, to create better organisations.

Reference:
Scott, W.R. (2014). Institutions and organisations: Ideas, interests and identities. Sage Publications.