When I was writing my article on organizational culture for the latest issue of the ISACA Journal, I never dreamed that it would receive an assist (in a matter of speaking) from none other than the US Surgeon General (USSG).
Allow me to explain.
The article discusses the cruciality of culture to a workplace, how managers can better understand the culture by assessing it, and how this assessment can be the basis for positive culture change.
But apparently, I was not the only writing about the importance of organizational culture. On 20 October 2022, the USSG Vivek H. Murthy released a 30-page report, The Surgeon General’s Framework for Workplace Mental Health and Well-Being, that focuses on various aspects of organization culture.
The USSG’s charge is to provide Americans with information and guidance on how to improve health and reduce the risk of illness and injury. Although the USSG is an American official, the office strives to provide sound information that meets global scientific standards.
In this new report, Murthy argues that a toxic workplace culture poses a risk to the mental health of those who work there. He defined toxic workplaces as those that are often disrespectful, noninclusive, unethical, cutthroat and abusive. Spending considerable time in such harsh environments can have significantly deleterious effects. “Work affects both our physical and mental well-being—in good ways and bad,” he writes in the report.
In terms of the concept of workplace culture, the report is significant. In recent years, the importance of organizational culture has been increasingly recognized as a crucial factor in an organization’s overall success. Now, a top health expert has announced, in no uncertain times, that toxic culture has a significant impact on the very well-being of employees themselves.
However, Murthy’s report is much more than a health warning about toxic culture. The framework includes guidance, resources, toolkits and relevant research on how to sustain a healthy, thriving workplace culture. And, coincidence or not, some of these resources tie-in nicely to my ISACA Journal article.
For example, my article discusses how managers can conduct a culture assessment by posing a series of questions aimed at evaluating different aspects of the work culture; it contains many sample questions along these lines. As it happens, Murthy’s report contains similar sample questions (which he calls reflection questions) including:
- How do workers describe feeling included (or not) in the workplace?
- Do the leaders in the workplace model healthy behaviors and boundaries?
- How is the organization ensuring that no one needs to work during their off hours?
- Does every worker understand the organization’s mission and how their work contributes to achieving it?
- What factors might be limiting the workers’ growth?
- What opportunities are there in the workplace to meaningfully recognize and appreciate workers’ efforts?
Moreover, my article discusses possible actions and changes organizational leaders can take if their assessment reveals that the work culture needs to be improved. And so does Murthy’s. His reflection questions are focused on implementing change and include:
- How can the organization facilitate more opportunities for timely and fair feedback for workers and leaders?
- How might the organization provide equitable learning and development opportunities to all workers?
- How might the organization create a culture of gratitude and affirmation among all levels of the organization?
Thanks for the assistance, Mr. Surgeon General! Although it is unlikely you know I exist, I still enjoyed our accidental collaboration immensely.
Editor’s note: For further insights on this topic, read Mark Tarallo’s recent Journal article, “Understanding, Assessing, Aligning and Transforming Organizational Culture,” ISACA Journal, volume 1 2023.
