The word “harmony" comes from the Greek word that means “joint, agreement, concord."
Harmony is the composite product when individual musical voices group together to form a cohesive whole. Think of an orchestra: the flute player may be playing one note, the violinist plays a different note, and the trombonist plays yet a different note. But when their individual parts are heard together, harmony is created.
From the Piney Woods of Deep East Texas to the confluence of the Arkansas and Poteau rivers at Fort Smith, the Datamax landscape is undoubtedly diverse. As our landscape evolves, so do the subcultures that exist by way of managers, coworkers, and our own personal values and opinions.
Organizational subculture forms when people of common situations, identities, or job functions gather around their own interpretations of the dominant company culture. Subcultures form wherever people interact regularly. They form within departments and teams, and can be based on something as simple as start time or coffee break.
The question: How do we determine if these subcultures are in agreement with, or against our greater Datamax culture? Amidst location diversity, how do we create harmony (and Raving Fans)? Let's first consider values.
Every company culture has a set of pivotal and peripheral values. The pivotal values are indispensable. They articulate why (and how) the company does the things it does – think the contents of Datamax Little Blue Book. The peripheral values are important too, but more flexible. They can often be processes that can continuously improve if needed.
Peripheral values can be fluid if the outcome is a positive one.
"If somebody does come up with an idea that improves a process, why shouldn’t we take a look at it? If we have a better way, it should be talked about and considered," Datamax Inc. President Barry Simon said.
How do we best manage subcultures to achieve harmony? Consider these 3 components of the Little Blue Book.
1. "Respect the ideas and opinions of others."
In that spirit, that's why the Best Practices Group was formed. A strategic set of people ranging from IT, to corporate leasing, to Administrative, meet regularly to look at processes and decide if, indeed, there's a better way of doing things.
2. "We have the right to disagree."
Executives have an open door policy. Managers are eager to hear your input, your concerns, and your ideas. We don't have to agree .... but....
3. "We will make the decision based on the good of the company."
Ultimately, based on the Little Blue Book, this will drive every decision our organization makes.
Components of Cultural Harmony:
Mark Lindgren, Corporate Communications & Chief Human Resources Officer at Ameren, describes their company's strong connection to three major things.
- A strong connection to their purpose as a business.
- A strong connection to the community.
- A strong connection to each other.
Lindgren goes on to describe the four things he defines as "All In" Culture, or one with great harmony.
1. "We care."
We care for our environment, our communities, and each other.
2. We serve with passion.
An extension of the servant leadership mindset. You have to serve others first and for reasons more than your paycheck.
3. We deliver.
There's no batting of an eye that we're here to work hard, deliver and drive results.
4. We win together.
There isn't an "I" in team, but there is an "I" in helping a team win."
A technician may be playing one note, the sales team plays a different note, a sales Team in Dallas plays yet a different note than one in Little Rock. But when their individual parts are heard together, harmony is created.
So are Raving Fans.
