Culture (clash) and Strategy Execution

There is always more than one way to solve a problem. You could debate that a problem could be defined in different ways.

Depending on how many people get involved, infinite choices could be generated for problem definition and solutions, creating churn and frustration. Facilitation is key to narrowing choices and options.

At an individual level, cycle time and specific choices are driven by personal preference which in turn are driven by values, personality and risk taking ability. (This is grossly simplified of course, individual thought processes can be complex)

When individuals work together in groups, a culture develops around their interactions. If there are significant differences in individual's preferences, a culture clash is created. Converge and agree on group decision making processes to prevent culture clashes from becoming personality clashes.

If there is very little difference in individual's preferences, inbreeding and complacency sets in. Introduce diversity to generate divergence needed to address complex problems.

Finding the 'sweet spot' where the culture fosters innovation, creativity and dynamism without degenerating into dysfunction is a key step in executing strategy.