Distinguishing Between Culture and Climate

Each organization has its own distinctive culture.  It is a combination of the founders, past leadership, current leadership, crises, events, history, and size.  This combination emerges as rites: the routines, rituals, and the “way we do things”.   These rites influence individual behavior; what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. 

The climate is the feel of the organization, and the individual and shared perceptions and attitudes of the organization’s members.  While the culture is a result of long-held formal and informal systems, rules, traditions, and customs; the center’s climate is a short-term phenomenon created by current leadership.  Climate represents the beliefs held by employees.  These individual perceptions of the “feel of the organization” influence both individual and group motivation and satisfaction. 

Examples of Organizational Activities that impact how employees perceive the Climate to the positive or the negative include:

• How well the leader clarifies priorities and goals of the center.  What is expected of us as employees?
• What is the system of recognition, rewards, and punishment?
• How competent are the leaders?
• Are leaders free to make decisions?
• To what extent are employees empowered in their roles?
• What will happen if “I” make a mistake?

Organizational climate is directly related to the leadership and management style of the leader, based on the values, attitudes, skills and actions, as well as the priorities of the leader.  The behavior (character) of the leader is the most important factor that impacts climate.

Organizational culture represents the shared expectations and self-image of the organization.  Culture influences the characteristics of the climate based on how current leadership interprets the culture and allows this interpretation to inform actions and interactions.  The actions and interactions of each leader as they move standardized structures and expectations forward, directly impacts the climate and how people feel about the organization and/or specific center.  It directly impacts employee job satisfaction.

A Leader's behavior is always motivating.  The question at hand is what does your behavior motivate others to do?

PCT APPLICATION: As the Leader, be intentional with your actions and interactions.  Be intentional with what you want to create.

Consumer and Employee Satisfaction Broadly Recognized as Important Dimensions in Aging Care

Regardless of the approach, be it employee satisfaction surveys, focus groups or informal feedback systems; employee research is a fundamental input to organizational development and change. 

Consumer satisfaction and employee satisfaction are intricately interwoven and positively correlated; research has demonstrated that employees have the greatest single impact on customer service.  In the eyes of the customer, the employee with whom they interact directly is the “face” of the organization and heavily influences how they the consumer feels about the organization.

The behavior demonstrated by employees in the presence of consumers can lead the consumer to draw conclusions about the service of the organization.  Positive employees suggest a positive care and service experience - conversely, negative employees who speak of poor working conditions may result in the consumer assuming that the care and services are also poor.

PCT roots are planted within organizational life in an effort to bear fruit for those being served by the organization.  In what ways are you planting the seeds of PCT within your organizational structures and systems?  In what ways do you listen to the voice of the employees to intentionally shape the organization's culture?

Employee Research and PCT Organizations

I have been immersed in employee research and studying PCT organizational change for the past few months.  It stands to reason, from my perceptual lens, that if organizations intend to embrace PCT within practice then PCT must BE the cultural way of being in organizational life.  Walk the Talk.  PCT is not just something we DO with clients - it is the how we ARE with one another.   


I admire the drive and commitment to incorporate PCT approaches within the vast aging continuum.  Be it community-based services to skilled nursing, it has been a privilege to learn about the many ways organizations are transforming the cultural fabric.  My awareness is also heightened to the challenges faced in forwarding culture change.  Aging care and services is a complex system of internal and external influences that often demonstrate a disconnect between words and actions.  PCT cultural change sure sounds like a great idea and the aging network in Western society is drinking the Kool Aid.  I look forward to further studying the various manifestations of this important work.

PCT cultural change is intentional work.  Upcoming posts are going to be devoted to exploring the distinctions between organizational culture and climate.  And - how purposeful change actions at the climate level can begin to impact a positive shift in organizational culture.