Managers often talk about strategies to establish a great work culture. But only a few are talking about the role of microcultures in strengthening the organisation. How does this typically untapped aspect of life at work contribute to the overall health of the company?

Workplace culture remains one of the top drivers of value in business. Not only does culture help companies attract and retain top talent, but it also fosters a sense of belonging and purpose that encourages people to become true advocates and active ambassadors of the organisation.

On the business side, company culture with enough buy-in propels growth by a significant margin. A study by Great Place to Work found companies with well-received culture outperform those that fail to establish a positive one. On the personal side, great workplace cultures empower people to grow professionally and personally.

Most leaders look at culture from a top-down perspective as something implemented by managers rather than co-created and lived by employees. But it’s always deeper than that.

Workplace culture is a collection of attitudes, beliefs and behaviours that make up the everyday atmosphere at work.

This means that culture is not just a set of rules or policies dictated from above, but rather a complex and dynamic ecosystem that emerges from the daily interactions, shared experiences, and collective values of everyone within the organisation. In a nutshell, fostering a positive culture is a collaborative effort between leaders and people.

And because workplace culture is made up of a huge and diverse base of people, it often gives birth to microcultures, a set of subcultures among people with similar interests, identities, or experiences.

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What exactly are microcultures?

Microcultures thrive as distinct communities within the larger whole. Just as a forest comprises various ecosystems with unique flora and fauna, an organisation houses numerous microcultures, each with its own set of values, norms, and behaviours.

Microcultures can be understood as subcultures within a larger organisational culture. They may be based on departments, teams, geographical locations, or even shared hobbies or beliefs.

The formation of microcultures is a dynamic process influenced by various factors, such as shared values in social circles. Individuals who hold similar values and beliefs tend to gravitate towards each other, forming microcultures around those shared principles.

Shared experiences also contribute to the formation of microcultures. Employees who come from the same places, do the same after-work activities, share niche interests, or even work on specific projects may form microcultures.

Particular leadership styles within teams or departments can also influence the creation of microcultures. Certain leadership styles build unique communication patterns that can then shape the dynamics of a microculture.

It’s important to recognise that microcultures are not static entities. They evolve and adapt over time in response to changes in the organisation, the external environment, and the individuals who comprise them.

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The impact of microcultures on organisational culture

Just as individual notes contribute to the symphony of an orchestra, microcultures play a crucial role in shaping the overall melody of an organisation’s culture. And they will either draw people to the collective – or repel them.

“The business value of microcultures is significant,” said international HR consultant Carl Heinz Paulsen. “Data from Blue Board indicates that nearly 80% of employees desire a workplace where they feel connected to the company’s purpose and people. This sense of belonging is a critical driver of retention; almost 60% of employees would consider leaving their job if they did not feel connected at work .

“Therefore, nurturing microcultures can lead to improved employee retention, reducing the time and resources spent on recruitment and training,” Paulsen said.

Microcultures can either harmonise beautifully, creating a vibrant and enriching environment, or clash discordantly, causing dissonance and dysfunction.

Understanding the impact of microcultures – both positive and negative – is essential for leaders seeking to cultivate a healthy and productive workplace.

When nurtured and aligned with the broader organisational goals, microcultures can yield a multitude of benefits:

Enhanced collaboration and innovation

Microcultures can serve as fertile ground for collaboration and innovation, as individuals with shared interests and expertise come together to exchange ideas and solve problems.

Increased employee engagement and satisfaction

When employees feel a sense of belonging and connection within their microculture, they are more likely to be engaged and satisfied with their work. This, in turn, can lead to increased productivity and reduced turnover.

Improved communication and knowledge sharing

Microcultures can facilitate effective communication and knowledge sharing within specific areas of expertise, leading to better decision-making and problem-solving.

Greater adaptability and resilience

A diverse range of microcultures can help an organisation become more adaptable and resilient in the face of change, as different groups bring unique perspectives and approaches to the table.

However, while microcultures can be a source of strength, they can also pose challenges if not managed effectively. These challenges may include:

Conflict and silo mentality. When microcultures become too insular or develop an us-versus-them mentality, it can lead to conflict and a breakdown in communication between different groups.

Resistance to change. Entrenched microcultures may resist change initiatives that threaten their established norms and practices, hindering organisational progress.

Toxicity and exclusion. In some cases, microcultures can become toxic, fostering negativity, exclusion, and even harassment. This can create a hostile work environment and damage the overall organisational culture.

Recognising and addressing both the positive and negative impacts of microcultures is critical for leaders who aim to create a thriving and inclusive workplace.

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Managing microcultures: How to make them work for the better

Microcultures require careful tending to flourish and contribute to the organisation.

Leaders and managers play a crucial role in cultivating a healthy ecosystem of microcultures, where diversity is celebrated, collaboration is fostered, and negativity is addressed proactively.

The first step in managing microcultures is to identify and understand them. This involves active listening and observation. Paying close attention to the language, behaviours, and interactions within different groups will give insights into the underlying values and norms of each microculture.

Gathering data through surveys and interviews to assess employee perceptions of their microculture also helps managers understand the nature of these groups. Once microcultures have been identified, leaders can take steps to foster positive ones and ensure they align with the broader organisational goals:

1) Promote open communication and transparency

Encourage open dialogue and transparency within and between microcultures to build trust and understanding.

2) Celebrate diversity and inclusion

Embrace the diversity of perspectives and experiences that different microcultures bring to the organisation. Create an inclusive environment where everyone feels valued and respected.

3) Recognise and reward achievements

Acknowledge and celebrate the contributions of individuals and microcultures to reinforce positive behaviours and foster a sense of accomplishment.

4) Empower employees

Encourage employees to take ownership of their microcultures by institutionalising their groups into official workplace clubs. This will engage them positively and empower them to have work-life balance.

How to address negative microcultures

While negative microcultures can pose a significant challenge, they also present an opportunity for growth and transformation. By addressing the following issues head-on, leaders can not only eliminate toxicity but also cultivate a stronger, more unified organisational culture.

When negative microcultures emerge, it is essential to address them promptly and effectively through these means:

Conflict resolution. Facilitate open and honest communication to address conflicts and resolve issues between microcultures.

Team building. Implement team-building activities to foster collaboration and break down barriers between groups.

Leadership development. Provide training and support to leaders within microcultures to help them model positive behaviours and create an inclusive environment.

Build accountability. Establish clear expectations and consequences for unacceptable behaviour, and hold individuals accountable for their actions.

By actively managing microcultures, leaders can create a thriving organisational culture where diverse perspectives are valued, collaboration is fostered, and everyone feels a sense of belonging and purpose.

How to harness the power of microcultures

Microcultures play an undeniable role in shaping the overall workplace experience. By understanding, nurturing, and actively managing microcultures, leaders can unlock the full potential of their workforce and foster a thriving environment where employees feel valued, engaged, and empowered to contribute their best.

Microcultures, with their unique perspectives and lived experiences, may serve as potent conduits for driving Diversity, Equity, and Inclusion initiatives. By embracing and celebrating microcultures within the organisation, leaders can create a truly inclusive environment where every individual feels seen, heard, and valued.

The cultivation of a positive organisational culture is not a one-time event, but an ongoing process that requires constant attention and adaptation. By embracing the diversity of perspectives and experiences that microcultures bring, organisations can foster innovation, collaboration, and resilience. Addressing negative microcultures with compassion and resolve ensures that toxicity does not undermine the collective well-being.

In recognising the power of microcultures and actively shaping their influence, organisations can create a vibrant and dynamic environment where employees thrive, and the organisation as a whole achieves sustained success.