Influence and Knowing the Norms

So, you've got a sense of the culture in your organization? Good.

Then it's time to go one level deeper and begin to see clearly the norms that come together to create that culture. If norms influence the culture, then you need to be aware of how to influence the norms.

Norms are rules that a group uses to define its appropriate and inappropriate values, beliefs, attitudes and behaviors. The catch: Those rules may be explicit or implicit. And those unspoken norms will bite you every time if you don't find out what they are.

Norms are so important that a failure to stick to the rules can result in severe punishment, the most feared of which is exclusion from the group. A common rule is that some norms must frequently be displayed; neutrality is seldom an option. Think about what "business casual" means in your company. Khakis and a golf shirt? Logo shirt? Jacket without a tie?

Your Norm Checklist

To help you and your colleagues identify norms, here are five very specific categories:

1. Explicit Norms are written or spoken openly.

2. Personal Norms: Standards we hold regarding our own actions.

3. Injunctive Norms: Behaviors perceived as being approved of by other people.

4. Subjective Norms: Expectations that "valued others" hold as to how we will behave.

5. Implicit Norms: Not stated openly; however, you'll find out quickly when you break one!

Norms can be conveyed  by non-verbal behavior such as silence or 'dirty looks' in response to an unspoken norm having been broken. They may also be passed along through stories, rituals and role-model behavior. In Japan, new employees are assigned a mentor who, over time, passes along the company's norms by sharing stories about people, situations, and the outcomes. No employee manual needed here; simply the storytelling of a more experienced employee.

What to Do

• Identify the rules you put on other people  as a condition for being in your group. Are these productive or convenient?

• What rules have the group put on you? Are they productive or convenient? Are there any which are particularly bothersome and unproductive?

What would happen if you made the implicit explicit? 

Bonus read: Consistent with yesterday's Like-ability post, GL Hoffman offers up  Ten Tips On What You Can Do Today .

Comments

[peter vajda]

Hi, Steve,

I’m choosing to look at norm from another perspective. Merriam-Webster and Cambridge dictionaries offer the following definition of "norm:

* a principle of **right action** binding upon the members of a group
and serving to guide, control, or regulate proper and acceptable behavior
* a set standard of **development or achievement** usually derived from
the average or median achievement of a large group
* an accepted standard or a way of behaving or doing things that **most
people agree with**

My point is that, in my experience in the world of business, a norm is most often associated with some type of “positive” or “proper” behavior, or “achievement” (which has a positive connotation).

What I experience happening in many organizations today is for myriad types of inappropriate behaviors to become “common” e.g., sarcasm, put-down humor, gossiping, stealing, cheating, lying, self-destructive internal competition, etc., all of which, due to colluding between and among folks, are, again, common.

But, would we want to see these negative behaviors actually become “norms” (principles of “right action”, or “achievements”) in our organizations, something we take pride in and publish in our annual reports, vision statements, etc? I, for one, hope not.

In our society, obesity, diabetes, cancer, depression, physical and verbal abuse are common, more than common. But would we want them to become “norms” of our culture and society? Hmmm

Are these dis-eases and inappropriate behaviors in our workplace:

behaviors that we "expect" and "look for".
behaviors that we would consider "right action?"
behaviors that we would consider a "set standard of "development or achievement?"
behaviors that "most people agree with?"

I’m always curious about workplace behaviors that are passively and tacitly accepted because “it’s business”, or “it is what it is”, or “that’s our culture” – behaviors that are "common" but fly in the face of being a "norm" (right action, proper behavior, and something most people agree with).

So, I would make the distinction between “norm” and “common, albeit unacceptable or inappropriate” behavior. Big difference, IMHO.

[Steve Roesler]

Peter,

I believe we are actually thinking about the impact and desirability of "norms" and "common" behaviors in the same way. That is:

1. Take a good, hard look at what is considered "acceptable"

2. Is it actually "desirable"?

3. If so, keep doing it. If not, what will you do to change the circumstances to something healthier?

I bring up the issue of "normative" behavior periodically and do so very deliberately. The reason is one that you cite above: "Are you passively and tacitly accepting behavior because “it’s business”, or “it is what it is”, or “that’s our culture” – behaviors that are "common" but fly in the face of being a "norm" (right action, proper behavior, and something most people agree with)."

Companies are well-known for repeatedly examining "the numbers" and finding out what is behind them, pro or con. By giving the same attentiveness to what has become common behavior, organizations will find that there may be a huge financial payoff for identifying unacceptable behavior that has somehow become a part of the culture.