Siloes or squad goals? Why micro-cultures are “in” and how to get them right.

Do you have fond memories of school? If so, what about it? Academics? Sports? Teachers? Friends? All the above have one common denominator: Groups.

 And, even if you detested school, chances are you still belonged to certain groups or mini communities; each with its own customs. Ever watched the movie “Mean Girls”? If so, you’ll understand what I’m referring to here. If not, ask a Millennial.

 Guess what? Adults also have cliques - and we give them grown-up names.

The rise of “micro-cultures”

 Since the dawn of civilisation, humans have formed groups to satisfy their social, emotional and psychological needs; achieve common goals and interests; and express their unique identities and values.

 Micro-cultures are the mini-families that exist within those groups. They are shaped by the context, goals, and needs of the people within and around them and are highly influenced by interactions and relationships both internal and externa;.

 With the rise of remote and hybrid work environments, the traditional monolithic culture appears to be giving way to this new normal - and the shift is particularly evident in Australia, with companies like Dropbox.

 But do micro-cultures only include people from specific departments? Should they? Or are they more about the people than the roles?

 Frustratingly, it depends.

 Sometimes, micro-cultures are formed based on projects or initiatives. Building a bridge, for example, requires an architect, engineer, designer, etc. At other times, under other circumstances, micro-cultures develop based on personal or professional inclinations.

A new corporate culture strategy?

 If you know how to create and nurture them properly, micro-cultures significantly boost your employees’ sense of identity, purpose and community. They can:

• Enhance the prevailing sense of belonging, trust, and collaboration
• Promote creativity, innovation, and problem-solving by allowing diverse perspectives and approaches
• Offer autonomy and flexibility, which increases motivation, engagement, and productivity
• Support learning, development, and growth by creating feedback loops and mentoring opportunities

But: It’s a double-edged sword

 When micro-cultures lead to clashes, you can expect:

• Siloes, conflicts, and misunderstandings among different groups
• Reduced efficiency, quality, and consistency
• A diluted or distorted shared vision and mission
• Competing or conflicting agendas and interests that undermine the organisational culture, strategy, and goals

 What you don’t want is an engineering team’s collaborative culture clashing with the design team’s creative autonomy, leading to shoddy project delivery.

So what’s the answer?

 The sweet spot is a delicate balance between letting teams develop their own micro-cultures and ensuring that these align with the overall organisational culture – and the other micro-cultures in evidence.

 Here’s how to balance the scale:

• Answer this: “Why do you want to create or promote micro-culture?”
• Co-create, don’t impose.
• Respect and recognise the micro-culture and its diversity.
• Avoid cookie-cutter culture management.
• Let teams shape their own work environment and practices.
• Support them with tools, resources, and guidance.
• Facilitate cross-cultural learning and collaboration.
• Measure and monitor impacts and outcomes.
• Celebrate and reward micro-cultures’ achievements.

A “culture of cultures”

 Several Australian companies are actively addressing micro-cultures and winning. Software giant, Atlassian, encourages “squad autonomy” (learned from Spotify), which allows teams to operate with a significant degree of independence. But they still do their due diligence to ensure that these teams align with their overarching brand values.

 So, yes, while a solid company culture is important, appreciate that each micro-culture's strengths and perspectives can yield a more inclusive and dynamic arrangement.