History has shown that one cannot legislate a culture of integrity. And yet, one of the paramount responsibilities and challenges of corporate leadership is to ensure such a culture.
Culture is the most potent method of adaptation that has emerged in the evolutionary history of the living world. - Theodosius Dobzhanksky...the 'facts' of culture history are interpretations based upon assumed culture process.
A sour corporate culture can actually make an entire society unhappy. This means that a strong corporate culture can have a positive impact on a society.
Armed violence and peace cannot coexist. We need to overcome the challenges we face and seek practical solutions. We must replace the culture of war with the culture of peace.
I think culture precedes politics, and I think the attempts to try and legislate people's behavior... isn't going to be productive until the culture decides what they want to achieve.
Startup culture fosters laughter, debate, and a passionate, non-politically-correct focus on getting things done. And this startup of culture is something entrepreneurs struggle to maintain as the business grows. To ensure this environment continues, create a strong foundation and ensure everyone is on board.
In corporate culture, in sports culture, in the media, we honor those who win at all costs.
...culture is useless unless it is constantly challenged by counter culture. People create culture; culture creates people. It is a two-way street. When people hide behind a culture, you know that's a dead culture.
The success of corporate mentorship programs developed by some of the Great Teams in business demonstrates how powerful this concept can be and what a difference it can make. As General Electric has shown, when a corporate culture includes mentorship, the end result is a dynamic learning environment with leaders constantly shaping leaders.
If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.
There's a kind of integrity to being an observer of a culture. I think Canadians have that privilege innately. We are, like, the observers of the American culture.
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Since the 1960s, mainstream media has searched out and co-opted the most authentic things it could find in youth culture, whether that was psychedelic culture, anti-war culture, blue jeans culture. Eventually heavy metal culture, rap culture, electronica - they'll look for it and then market it back to kids at the mall.
The things that inform student culture are created and controlled by the unseen culture, the sociological aspects of our climbing culture, our 'me' generation, our yuppie culture, our SUVs, or, you know, shopping culture, our war culture.
Many teachers of the Sixties generation said "We will steal your children", and they did. A significant part of America has converted to the ideas of the 1960s - hedonism, self-indulgence and consumerism. For half of all Americans today, the Woodstock culture of the Sixties is the culture they grew up with - their traditional culture. For them, Judeo-Christian culture is outside the mainstream now. The counter-culture has become the dominant culture, and the former culture a dissident culture - something that is far out, and 'extreme'.
The stronger the culture, the less corporate process a company needs. When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial.
Say no to an ephemeral, superficial and throwaway culture, a culture that assumes that you are incapable of taking on responsibility and facing the great challenges of life!