“We need to introduce some governance for the sales channels. They’re all dodgy.”
I’ve heard variations of this across many years and always refer to the ABCDE’s.
We observe an action (A) or behaviour (B), then offer an interpretation that makes sense to us.
Without being able to understand the thought process (Cognition – C) or motive (Desire – D) or what condition they were in (Emotion – E), we have an incomplete picture where we fill in the blanks.
If someone drives in the middle lane of the motorway, we can only judge them on their Action or Behaviour; not their Cognition, Desire or Emotions.
But something is encouraging that A & B.
In their mind, do they feel safer having space at either side of the vehicle?
Perhaps they’ve had a previous accident and are nervous?
Maybe they have a precious passenger they’re transporting to hospital?
Something makes those actions and behaviours acceptable, normalised and “how we get things done around here.”
That something is culture.
Culture isn’t the behaviour itself.
It sits below that, encouraging, nudging and nurturing those “acceptable” practices.
Without understanding the culture, we continue with our incomplete picture – and believe that they’re a terrible driver or dodgy sales person.
We challenge the behaviour – issuing sanctions or feedback.
But without addressing the culture, this will lead to the behaviour still manifesting elsewhere and attrition. It doesn’t resolve the issues.
This is why we must seek to understand the cultural influences at play.
