|XP is just a number|
Organizational Culture (Part V): Behaviorby eyepopslikeamosquito (Bishop)
|on Jul 16, 2021 at 10:34 UTC||Need Help??|
Governance vs Management vs Leadership
Though you need all three, my feeling is that Leadership is the most elusive and the most vital ... which might explain why CEOs are paid so much.
I'm deeply embarrassed to admit that I learnt just the other day that Perl Governance is the responsibility of The Perl Foundation (TPF), a non-profit based in Holland Michigan (this picturesque and charming city also happens to be the sacred birthplace of Perl Monks! ... making it an outpost of both Dutch and Perl culture and tradition in the American mid-west :).
Culture vs Behavior
Though this appears to be a misquote ... repeated 128,000 times (128,001 now ;) ... the point behind this dodgy Drucker quote can be found in this longer less dodgy one:
What these business needs require are changes in behavior. But “changing culture” is not going to produce them. Culture — no matter how defined — is singularly persistent. Nearly 50 years ago, Japan and Germany suffered the worst defeats in recorded history, with their values, their institutions and their culture discredited. But today’s Japan and today’s Germany are unmistakably Japanese and German in culture, no matter how different this or that behavior. In fact, changing behavior works only if it can be based on the existing “culture.”
In the full article, Drucker derided cultural change as a management fad, urging companies to focus instead on changing behaviors in order to achieve their desired results. Stronger, he contended that changing behavior works only if based on the existing culture - presumably because culture is intrinsically "sticky" and resistant to change.
Wait, doesn't this contradict the earlier quote exhorting you never to attempt to change company culture? Oh well, I guess I just don't have what it takes to be a multi-millionaire management consultant. :)
Focusing on behavior, rather than culture, leads us inevitably to Codes of Conduct.
Codes of Conduct
The Enron scandal taught us that implementing an effective Organizational Code of Conduct ain't easy, requiring strong Leadership, exemplary role models, and significant investments in training, consistent enforcement, and continuous measurement and improvement.
Curiously, the earliest Open Source Code of Conduct proposal
I could find originated with a Perl programmer! --
one Coraline Ada Ehmke,
"who began writing software in 1994 using the Perl programming language" ... though it seems she's defected to Ruby nowadays.
As you can see from the many references listed below, Codes of Conduct seem to have become routine nowadays in Open Source communities, and in the broader community too.
Building trust across cultures notes the two types of trust:
Cognitive trust is easily and commonly built in Open Source communities, such as P5P, simply by consistently producing lots of high quality patches. On Perl Monks too, it's easily built by consistently producing high quality answers. Though affective trust seems harder to build in the Open Source world, it's a great way to improve teamwork (and mental health) -- as described at Conflict in Teams. BTW, the trust hormone Oxytocin is associated with affective trust -- and also implicated in Dog-human emotional bonding.
So I feel that seeking out effective ways to build trust (of both kinds) in the Perl community is worth a shot ... and that effective, inspirational Leadership and role models will help enormously in this endeavour. What do you think?
Other Articles in This Series
Code of Conduct References
Perl Monks References