In my experience most meeting are either one or other. But when you think about it, what is point of most meetings? Meetings are usually held to make decisions. The outcome that most people would want from meeting is that BEST decision is made, not that any decision is made, or another sub-committee is formed but that a decision that delivers results is made. Then we move on.

So as we hustle from meeting to meeting being very busy, achieving nothing in way of measurable results, we land up with yet another sub-committee. All because we have lost art of dialogue. So, question is; what is difference between dialogue and discussion?

DISCUSSION – Discussion is way that most people communicate. During discussion we present our ideas and everyone analyzes and dissects them from their different points of view. The purpose of discussion, though, it to make sure you win, or that your point of view is one that is accepted. During discussion you will support your idea and give your points more strongly until, eventually, others agree with you. You want to prove that you are right, and most knowledgeable, as does everyone else in discussion. Great! With everyone trying to win argument, no decision is ever made and we eventually need to form a sub-committee to decide. Or CEO, or team leader, uses his or her divine autocratic right and decides for team.

If you ask 10 people to define “organizational culture,“ you will get 11 different answers!

Fortunately, from my consulting and writing on leadership and organizational change, I created my definition of organizational culture:

“Corporate culture is how every employee knows she or he must act – even if no one is watching.”

Knowing your company’s culture proves crucial for multiple reasons, including: + Only organizational changes that fit into your company’s culture will succeed. Changes not fitting into culture will fail and not achieve desired results. + Hire employees who fit into corporate culture. That is, “Do not try to fit a square peg into a round hole!”

Fastest Way to Uncover Your Organization’s Culture

From my consulting experience, I devised a super-quick way to uncover an organization’s culture: Discover story all employees know and tell other employees. In fact, hearing company’s signature story is a right-of-passage for new employees. Hearing story implicitly tells a new employee actions and values organization expects.

Here are two examples taken from my book entitled, Absolutely Fabulous Organizational Change™: Strategies for Success from America’s Best-Run Companies.

1st Story: Ritz-Carlton-Hotel Company

Leonardo Inghilleri, senior vice president of The Ritz-Carlton-Hotel Company, told me this story often is repeated among his company’s employees.

“Ladies & Gentlemen Serving Ladies & Gentlemen”

When he was 14 years old, Horst Schulze -- currently president of The Ritz-Carlton Hotel Company -- worked in as an apprentice waiter in a very fine restaurant in his native Germany. Initially, he saw himself as a “servant.”

Then, he realized fine restaurant was staffed by highly skilled professionals. For example, he looked in awe as he repeatedly saw maître d' chat with and entertain diners. In fact, maître d' spoke many languages. So, he spoke German to German diners, French to French guests, and English to English customers. He also expertly helped diners with their food and wine choices. From this experience, it dawned on Horst Schulze that a luxury establishment is composed of ladies and gentlemen serving ladies and gentlemen. He instilled this insight into The Ritz-Carlton Hotel Company where he now is president.

Ritz-Carlton’s Culture