One prominent theme we found from researching how to develop organisational culture could be summarised as intentionality. We could also call this deliberate practice, and it closely relates to organisational rituals.

In older paradigms – take for example a 19th century factory – it was normal to be part of a top-down, in-person group that performed generally uncomplicated activities in a localised domain. In that environment the rules of social engagement were simple and clear, whether they were explicitly defined or implicitly carried in from existing social norms. The clarity of what is considered appropriate behaviour has blurred over the last couple of generations, and now, with the digital transformation of organisations, we need whole new cultural frameworks to work together effectively.

As organisations become increasingly distributed and diverse – across time, space, communication channels, and social structures – there are complaints about losing the "water cooler" interactions of the traditional office milieu, in which we bump into unexpected conversations, ideas and relationships. To compensate, we can practise being more intentional and deliberate in nurturing social interaction that is healthy and productive.

Let's look at some of the ways intentionality can play out...

Norm-busting and Norm-building

To varying extents, we are all slaves to the social norms of the cultures in which we're raised. What one of us would consider normal behaviour can come across to some as "too polite", others "too blunt". Some don't say what they mean, while others overshare. And every time we coalesce into teams to build things, a new cultural context emerges within and around the group, bringing its own unique norms.

So how do we design a vibrant and positive neo-normal?

When we want to do business with each other, it can be tempting to try to dispose of etiquette, ritual, deference, and any other nuance of social interaction, in the eternal quest for greater efficiency and output. But while our various norms may be vague, awkward and often contradictory, they have their uses. Without such heuristics for creating shortcuts through the complexity of human society, both businesses and daily life could be far more confusing and unpredictable.

The pioneers know how to break and build social norms. And they do this with the intentional deployment of social technologies – a wide range of rituals, protocols and cues (see below) plus more structured frameworks and tools (see the Neoco Toolkit) for cultivating norms and behaviours that suit their social context.

Rituals, Protocols and Cues

Here are some of the increasingly popular patterns and behaviours that we see being employed to nurture prosocial outcomes in the neo-normal world of today:

• Holding space – A practice that allows others to be seen, heard and understood. "Holding space means to make it about someone else. [... It] means to be with someone without judgment. To donate your ears and heart without wanting anything back". (From, What Does It Mean / Look Like To Hold Space For Someone?, by The Angry Therapist).
• Social proof – We instinctively look to others for permission, inspiration and guidance, especially those we respect or admire. Bearing this proof can afford us an efficient pathway for conveying complex signals through our behaviour and messages, but it also places a responsibility on us to use our influence wisely.
  • Related to social proof is a long list of human cognitive biases, with which we make common shortcuts and mistakes. Awareness of them can be instructive to navigating human behaviour.
• Permission – Sometimes all it takes to start or stop a new norm of behaviour is to explicitly give or block permission. For example, asking people to critique your work can allow them to feel permitted to be more critical.
• Belonging cues – In many ways we can provide signals to others to help them feel that they belong in the group and are safe to contribute, make mistakes and offer critical input. These can be verbal or nonverbal, subtle or grand. Here are two different overviews of this broad concept:
  • An Undeniable Secret to Peak Team Performance, by Unicorn Labs.
  • Belonging Cues: How to Create a Culture of Inclusion + Belonging in the Workplace, by Okta.

<aside> 🤝 Related: See Getting Personal in Meetings for some rituals and concepts for more harmonious meetings.

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Communication and Context

Even during an in-person meeting between two old friends, the message and intent of the conversation can be misinterpreted. This problem grows as you narrow the available modes of communication, removing body language, tone, facial expressions and so on. Most interaction in organisations now goes on through asynchronous text media, or video/voice calls. Obviously when we are the sender we must try to convey our desired message unambiguously, but there is also a challenge for the receiver, to be cautious of interpreting mood or motive from limited signal.

Prefacing communication with your context can really help to prevent any miscommunication when things are out of the ordinary.