Author: Nedžad Junuzović
What does “culture” really mean?
I remember a comment from a colleague in the development team: “You know, as soon as an organization starts talking about culture, in my experience, it means no raises are coming.” At first, I wasn’t sure how to respond. I, too, had a rather vague understanding of the term “culture” and why it’s emphasized so often. It seemed we didn’t all perceive it in the same way. Searching for answers, I turned to a dictionary of foreign terms. Yes, today that might sound a bit unusual, but back then, it was a way to expand vocabulary (and possibly impress others). Unfortunately, this time, the old habit didn’t help.
Fear and “Artificial Harmony”
Soon enough, I got the chance to experience firsthand the power and importance of this term I was trying to understand. I noticed that the team I recently joined lacked open discussions about technical challenges. And we know—without solid discussions, there can’t be good decisions.
Lost in thought, I went to the balcony, where I ran into the colleague who made the earlier comment. When he asked what was on my mind, I shared my observation about the “artificial harmony” in the team. He then told me something that was crucial to understanding the situation:
“Are you aware that almost half the team was laid off from their previous company just a few months ago? They were let go because they were allegedly not good enough programmers. Do you really think they’ll openly engage in discussions if they believe someone is evaluating their knowledge based on those conversations?”
The Iceberg of Culture
That was my “aha” moment. Finally, I could piece together the puzzle. Culture, simply put, is how we behave. However, behaviour is just the tip of the iceberg—the visible part. The larger, invisible part of culture consists of our experiences, ingrained beliefs, and attitudes shaped by various factors such as traditions, ideologies, and education.
The team’s behaviour reflected their acquired beliefs—in this case, fear of repeating past “mistakes.” A colleague avoided open discussions because he believed they might jeopardize his position. This lack of discussion led to poorer decisions, which in turn resulted in lower-quality software delivery, increasing pressure and reinforcing fear—an endless cycle.
This realization helped me understand the importance of a systemic approach to behavior. Instead of focusing solely on what’s visible—avoiding open discussions—I turned my attention to addressing the systemic issues causing such behavior, specifically factors contributing to the lack of psychological safety. Culture is not just a set of rules and norms; it’s the result of much deeper, often hidden, factors. Understanding this is essential for any team seeking long-term success.
If your team or organization is facing similar challenges, I invite you to schedule a conversation. Together, we can explore solutions and share insights.