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Unpopular Culture (Paperback, 2nd ed.)
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Unpopular Culture (Paperback, 2nd ed.)
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When you start a new job, you learn how things are done in the
company, and you learn how they are complained about too.
"Unpopular Culture" considers why people complain about their work
culture and what impact those complaints have on their
organizations. John Weeks based his study on long-term observations
of the British Armstrong Bank in the United Kingdom. Not one person
at this organization, he found, from the CEO down to the junior
clerks, had anything good to say about its corporate culture. And
yet, despite all the griping--and despite high-profile efforts at
culture change--the way things were done never seemed fundamentally
to alter. The organization was restructured, jobs redefined, and
processes redesigned, but the complaining remained the same.
As Weeks demonstrates, this is because the everyday standards of
behavior that regulate complaints curtail their effectiveness.
Embarrass someone by complaining in a way that is too public or too
pointed, and you will find your social standing diminished.
Complain too loudly or too long, and your coworkers might see you
as contrary. On the other hand, complain too little and you may be
seen as too stiff or just too strange to be trusted. The rituals of
complaint, Weeks shows, have powerful social functions.
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