How culture is messy and why that’s good | John Curran | TEDxHull

okay so I’ve spent most of my working

okay so I’ve spent most of my working life getting paid to hang out with

life getting paid to hang out with

life getting paid to hang out with people okay I for some of you that might

people okay I for some of you that might

people okay I for some of you that might sound a little bit shady but you know I

sound a little bit shady but you know I

sound a little bit shady but you know I am an anthropologist so that’s what I do

am an anthropologist so that’s what I do

am an anthropologist so that’s what I do I love human behavior right I love what

I love human behavior right I love what

I love human behavior right I love what makes us all tick how everyday culture

makes us all tick how everyday culture

makes us all tick how everyday culture shapes who we are the social networks

shapes who we are the social networks

shapes who we are the social networks that we form the people that we hang out

that we form the people that we hang out

that we form the people that we hang out with the politics that we follow the

with the politics that we follow the

with the politics that we follow the brands that we consume how everyday

brands that we consume how everyday

brands that we consume how everyday culture shapes who we are so this is me

culture shapes who we are so this is me

culture shapes who we are so this is me hanging out in the surgical theater

hanging out in the surgical theater

hanging out in the surgical theater understanding how different departments

understanding how different departments

understanding how different departments and different teams work together to

and different teams work together to

and different teams work together to look at innovation opportunities and

look at innovation opportunities and

look at innovation opportunities and this is me on a building site in London

this is me on a building site in London

this is me on a building site in London understanding how different work people

understanding how different work people

understanding how different work people interact with different brands so as you

interact with different brands so as you

interact with different brands so as you can see I love to dress up but I’m not

can see I love to dress up but I’m not

can see I love to dress up but I’m not here to talk about my fashion sense I’m

here to talk about my fashion sense I’m

here to talk about my fashion sense I’m here to talk about everyday culture and

here to talk about everyday culture and

here to talk about everyday culture and why we tend to not rarely get it and to

why we tend to not rarely get it and to

why we tend to not rarely get it and to do this I’m going to introduce two types

do this I’m going to introduce two types

do this I’m going to introduce two types of mindset the first one’s called a bad

of mindset the first one’s called a bad

of mindset the first one’s called a bad culture mindset and the second one is a

culture mindset and the second one is a

culture mindset and the second one is a good culture mindset so for the last 20

good culture mindset so for the last 20

good culture mindset so for the last 20 years or so I’ve been working with

years or so I’ve been working with

years or so I’ve been working with global brands and global organizations

global brands and global organizations

global brands and global organizations and I just realized what they do they

and I just realized what they do they

and I just realized what they do they just don’t really understand what

just don’t really understand what

just don’t really understand what culture is what they do is kind of

culture is what they do is kind of

culture is what they do is kind of reduce it down to a set of basic

reduce it down to a set of basic

reduce it down to a set of basic principles that feel easy to manage this

principles that feel easy to manage this

principles that feel easy to manage this is a bad culture mindset a bad culture

is a bad culture mindset a bad culture

is a bad culture mindset a bad culture mindset is based on really kind of fancy

mindset is based on really kind of fancy

mindset is based on really kind of fancy mission statements dressed up value

mission statements dressed up value

mission statements dressed up value systems they sound cool but but rarely

systems they sound cool but but rarely

systems they sound cool but but rarely do they actually reflect the internal

do they actually reflect the internal

do they actually reflect the internal external worlds they’re trying to commit

external worlds they’re trying to commit

external worlds they’re trying to commit and communicate to a bad culture mindset

and communicate to a bad culture mindset

and communicate to a bad culture mindset is ideological it tries to create a

is ideological it tries to create a

is ideological it tries to create a desire painting of what we rarely want

desire painting of what we rarely want

desire painting of what we rarely want it to be its deluded

it to be its deluded

it to be its deluded okay and my selfie stick was working

okay and my selfie stick was working

okay and my selfie stick was working overtime here I’m just so you know but

overtime here I’m just so you know but

overtime here I’m just so you know but if what I mean what is the cause of us

if what I mean what is the cause of us

if what I mean what is the cause of us adopting them a bad culture mindset why

adopting them a bad culture mindset why

adopting them a bad culture mindset why is it our go-to mindset the reason is

is it our go-to mindset the reason is

is it our go-to mindset the reason is because culture is complex culture is

because culture is complex culture is

because culture is complex culture is not easy to decode but we need to be

not easy to decode but we need to be

not easy to decode but we need to be decoding it all the time okay

decoding it all the time okay

decoding it all the time okay culture is also messy it’s complex and

culture is also messy it’s complex and

culture is also messy it’s complex and messy but the important thing about mess

messy but the important thing about mess

messy but the important thing about mess is that it tells us what we’re trying to

is that it tells us what we’re trying to

is that it tells us what we’re trying to order what we’re trying to tidy up so we

order what we’re trying to tidy up so we

order what we’re trying to tidy up so we know who we are and this is a really

know who we are and this is a really

know who we are and this is a really important point

important point

important point so if culture or if a bad culture

so if culture or if a bad culture

so if culture or if a bad culture mindset is based on ideology and also

mindset is based on ideology and also

mindset is based on ideology and also based on a sense of fear well what is a

based on a sense of fear well what is a

based on a sense of fear well what is a good culture mindset and kind of how can

good culture mindset and kind of how can

good culture mindset and kind of how can we start to adopt it into our everyday

we start to adopt it into our everyday

we start to adopt it into our everyday lives and our workplaces so a good

lives and our workplaces so a good

lives and our workplaces so a good cultural mindset understands culture as

cultural mindset understands culture as

cultural mindset understands culture as an ecosystem with many different parts

an ecosystem with many different parts

an ecosystem with many different parts that all interconnect but how these

that all interconnect but how these

that all interconnect but how these parts all interconnect can differ over

parts all interconnect can differ over

parts all interconnect can differ over time or or due to a specific incident or

time or or due to a specific incident or

time or or due to a specific incident or event some connect better than others a

event some connect better than others a

event some connect better than others a bit like the organs in our body but what

bit like the organs in our body but what

bit like the organs in our body but what I really want to do is understand these

I really want to do is understand these

I really want to do is understand these parts as subcultures right so

parts as subcultures right so

parts as subcultures right so subcultures have different value systems

subcultures have different value systems

subcultures have different value systems different rituals different symbolisms

different rituals different symbolisms

different rituals different symbolisms metaphors but the key thing here is to

metaphors but the key thing here is to

metaphors but the key thing here is to understand how they all overlap to

understand how they all overlap to

understand how they all overlap to create a whole culture is not static

create a whole culture is not static

create a whole culture is not static culture has difference within it so I

culture has difference within it so I

culture has difference within it so I want to tell you a story I’m going to

want to tell you a story I’m going to

want to tell you a story I’m going to tell you a story about the complexities

tell you a story about the complexities

tell you a story about the complexities of everyday culture and in fact I’m

of everyday culture and in fact I’m

of everyday culture and in fact I’m going to tell you a story about an

going to tell you a story about an

going to tell you a story about an office door okay this office door formed

office door okay this office door formed

office door okay this office door formed part of the office in a nursing or a

part of the office in a nursing or a

part of the office in a nursing or a nursing office on a psychiatric ward in

nursing office on a psychiatric ward in

nursing office on a psychiatric ward in a psychiatric hospital in London now I

a psychiatric hospital in London now I

a psychiatric hospital in London now I chose to have this as my research site

chose to have this as my research site

chose to have this as my research site for my PhD in anthropology

for my PhD in anthropology

for my PhD in anthropology gee I was really interested in how

gee I was really interested in how

gee I was really interested in how organizational culture worked on a day

organizational culture worked on a day

organizational culture worked on a day to day basis so what the heck I chose a

to day basis so what the heck I chose a

to day basis so what the heck I chose a psychiatric hospital what I realized was

psychiatric hospital what I realized was

psychiatric hospital what I realized was as this nursing office had a heartbeat

as this nursing office had a heartbeat

as this nursing office had a heartbeat in the daytime psychiatrist nurse social

in the daytime psychiatrist nurse social

in the daytime psychiatrist nurse social workers psychologists patients were in

workers psychologists patients were in

workers psychologists patients were in and out one day I was sitting in the

and out one day I was sitting in the

and out one day I was sitting in the nursing office having a chat with the

nursing office having a chat with the

nursing office having a chat with the nurse in charge as anthropologists do we

nurse in charge as anthropologists do we

nurse in charge as anthropologists do we chat a lot and I wanted to understand

chat a lot and I wanted to understand

chat a lot and I wanted to understand their position what made them what made

their position what made them what made

their position what made them what made them do their job what did they enjoy

them do their job what did they enjoy

them do their job what did they enjoy what were the pain points and what I

what were the pain points and what I

what were the pain points and what I realized was that this office was theirs

realized was that this office was theirs

realized was that this office was theirs they were boss anyone who was in the

they were boss anyone who was in the

they were boss anyone who was in the office had to abide to their rules their

office had to abide to their rules their

office had to abide to their rules their code of conduct even if that person was

code of conduct even if that person was

code of conduct even if that person was more powerful or had more authority if

more powerful or had more authority if

more powerful or had more authority if the door was shut it represented a

the door was shut it represented a

the door was shut it represented a private space for confidential meetings

private space for confidential meetings

private space for confidential meetings and if it was open it represented an

and if it was open it represented an

and if it was open it represented an open world culture where patients could

open world culture where patients could

open world culture where patients could come in and out at will and this is

come in and out at will and this is

come in and out at will and this is something that nurses always strove for

something that nurses always strove for

something that nurses always strove for they wanted it to be an open culture

they wanted it to be an open culture

they wanted it to be an open culture whilst I was talking to this nurse a

whilst I was talking to this nurse a

whilst I was talking to this nurse a junior psychiatrist came on to the ward

junior psychiatrist came on to the ward

junior psychiatrist came on to the ward and sat down to write some patient notes

and sat down to write some patient notes

and sat down to write some patient notes the door was kept open in a couple of

the door was kept open in a couple of

the door was kept open in a couple of minutes a patient approached and stood

minutes a patient approached and stood

minutes a patient approached and stood in the doorway and asked the

in the doorway and asked the

in the doorway and asked the psychiatrist this very nicely if they

psychiatrist this very nicely if they

psychiatrist this very nicely if they could have some leave off the ward to go

could have some leave off the ward to go

could have some leave off the ward to go to a cafe or go to the park for a couple

to a cafe or go to the park for a couple

to a cafe or go to the park for a couple of hours

of hours

of hours the psychiatrist scribbling away looked

the psychiatrist scribbling away looked

the psychiatrist scribbling away looked up and was explained in a very nice way

up and was explained in a very nice way

up and was explained in a very nice way that they were really busy and had to

that they were really busy and had to

that they were really busy and had to zoom down to another ward when they were

zoom down to another ward when they were

zoom down to another ward when they were done now the patient was a little bit

done now the patient was a little bit

done now the patient was a little bit anxious here because they wanted leave

anxious here because they wanted leave

anxious here because they wanted leave they wanted to go for a stroll in the

they wanted to go for a stroll in the

they wanted to go for a stroll in the park

park

park so they asked the game the psychiatrist

so they asked the game the psychiatrist

so they asked the game the psychiatrist then getting bit more frustrated stood

then getting bit more frustrated stood

then getting bit more frustrated stood up politely apologized and shut the door

up politely apologized and shut the door

up politely apologized and shut the door imagine the look on the nurses face and

imagine the look on the nurses face and

imagine the look on the nurses face and this is what happened it is so hard to

this is what happened it is so hard to

this is what happened it is so hard to get anything done if patients are in and

get anything done if patients are in and

get anything done if patients are in and out set the psychiatrist we keep the

out set the psychiatrist we keep the

out set the psychiatrist we keep the door open so patients do not feel

door open so patients do not feel

door open so patients do not feel excluded if we need to close the door we

excluded if we need to close the door we

excluded if we need to close the door we explain nicely to the patient the reason

explain nicely to the patient the reason

explain nicely to the patient the reason right said the psychiatrist stood up and

right said the psychiatrist stood up and

right said the psychiatrist stood up and was about to leave the ward but before

was about to leave the ward but before

was about to leave the ward but before they got to the door the nurse said do

they got to the door the nurse said do

they got to the door the nurse said do you mind put it away your notes please

you mind put it away your notes please

you mind put it away your notes please the psychiatrist did this and then

the psychiatrist did this and then

the psychiatrist did this and then stormed off the ward went past the

stormed off the ward went past the

stormed off the ward went past the patient the patient they’re looking like

patient the patient they’re looking like

patient the patient they’re looking like I’m the one with the problems I’m

I’m the one with the problems I’m

I’m the one with the problems I’m sitting there going right and I look at

sitting there going right and I look at

sitting there going right and I look at the nurse and the nurse says to me I

the nurse and the nurse says to me I

the nurse and the nurse says to me I can’t believe them she the psychiatrist

can’t believe them she the psychiatrist

can’t believe them she the psychiatrist is such a B beep so disrespectful

is such a B beep so disrespectful

is such a B beep so disrespectful but let’s think about this what I

but let’s think about this what I

but let’s think about this what I understood was actually through

understood was actually through

understood was actually through understanding the office door as an

understanding the office door as an

understanding the office door as an objects a cultural signifier that

objects a cultural signifier that

objects a cultural signifier that everyday culture is complex if we

everyday culture is complex if we

everyday culture is complex if we adopted a bad culture mindset here what

adopted a bad culture mindset here what

adopted a bad culture mindset here what we would do is either deny that this

we would do is either deny that this

we would do is either deny that this conflict existed or we would sweep the

conflict existed or we would sweep the

conflict existed or we would sweep the mess underneath the carpet because to

mess underneath the carpet because to

mess underneath the carpet because to expose that there is difference what

expose that there is difference what

expose that there is difference what actually exposed the mission statement

actually exposed the mission statement

actually exposed the mission statement of the hospital that was promoted

of the hospital that was promoted

of the hospital that was promoted everywhere which said that patient care

everywhere which said that patient care

everywhere which said that patient care is designed but the patient at the

is designed but the patient at the

is designed but the patient at the center would be flawed a good culture

center would be flawed a good culture

center would be flawed a good culture mindset in a way would maybe see this as

mindset in a way would maybe see this as

mindset in a way would maybe see this as two different subcultures two different

two different subcultures two different

two different subcultures two different subcultures with different value systems

subcultures with different value systems

subcultures with different value systems but still trying to do the best job as

but still trying to do the best job as

but still trying to do the best job as possible different work pressures maybe

possible different work pressures maybe

possible different work pressures maybe even different societal backgrounds a

even different societal backgrounds a

even different societal backgrounds a good culture mindset would also tell us

good culture mindset would also tell us

good culture mindset would also tell us the design and architecture they offers

the design and architecture they offers

the design and architecture they offers in the office door also shaped culture a

in the office door also shaped culture a

in the office door also shaped culture a good culture mindset but also tell us

good culture mindset but also tell us

good culture mindset but also tell us that there are two sub cultures

that there are two sub cultures

that there are two sub cultures unconsciously trying to act and have

unconsciously trying to act and have

unconsciously trying to act and have performances of power and authority I am

performances of power and authority I am

performances of power and authority I am in charge here not you

in charge here not you

in charge here not you I’m more powerful than you I don’t care

I’m more powerful than you I don’t care

I’m more powerful than you I don’t care okay

okay

okay culture is messy culture is complex but

culture is messy culture is complex but

culture is messy culture is complex but unless we are going to be able to decode

unless we are going to be able to decode

unless we are going to be able to decode this we were not going to have

this we were not going to have

this we were not going to have innovative and vibrant organizational

innovative and vibrant organizational

innovative and vibrant organizational cultures so what is the solution what

cultures so what is the solution what

cultures so what is the solution what can we do how can we adopt a good

can we do how can we adopt a good

can we do how can we adopt a good mindset okay number one we need to

mindset okay number one we need to

mindset okay number one we need to understand that there is complexity by

understand that there is complexity by

understand that there is complexity by doing this will allow us to be proactive

doing this will allow us to be proactive

doing this will allow us to be proactive and reactive to changing cultural trends

and reactive to changing cultural trends

and reactive to changing cultural trends remember what I said culture is not

remember what I said culture is not

remember what I said culture is not static and key to this is leadership

static and key to this is leadership

static and key to this is leadership okay being a leader is having the

okay being a leader is having the

okay being a leader is having the ability to understand how cultural

ability to understand how cultural

ability to understand how cultural factors shape the behavior of your

factors shape the behavior of your

factors shape the behavior of your employees customers and service users my

employees customers and service users my

employees customers and service users my friend and fellow anthropologist grant

friend and fellow anthropologist grant

friend and fellow anthropologist grant McCracken in his book the chief culture

McCracken in his book the chief culture

McCracken in his book the chief culture officer wrote this corporations live or

officer wrote this corporations live or

officer wrote this corporations live or die by their connection the culture they

die by their connection the culture they

die by their connection the culture they live or die that’s how important culture

live or die that’s how important culture

live or die that’s how important culture is and I’ve just proved this but for

is and I’ve just proved this but for

is and I’ve just proved this but for leaders it’s also sounding quite

leaders it’s also sounding quite

leaders it’s also sounding quite abstract and I understand that so what

abstract and I understand that so what

abstract and I understand that so what can leaders actually do then to start

can leaders actually do then to start

can leaders actually do then to start thinking about a good culture mindset

thinking about a good culture mindset

thinking about a good culture mindset leaders need to think like

leaders need to think like

leaders need to think like anthropologists right because

anthropologists right because

anthropologists right because anthropologist like me we go deep when

anthropologist like me we go deep when

anthropologist like me we go deep when it comes to culture the anthropologist

it comes to culture the anthropologist

it comes to culture the anthropologist called Clifford Geertz developed the

called Clifford Geertz developed the

called Clifford Geertz developed the concept of the thick description that

concept of the thick description that

concept of the thick description that sets out to interpret everyday culture

sets out to interpret everyday culture

sets out to interpret everyday culture with as much detail as possible for many

with as much detail as possible for many

with as much detail as possible for many different vantage points okay doing this

different vantage points okay doing this

different vantage points okay doing this exposes many different possibilities if

exposes many different possibilities if

exposes many different possibilities if you’ve got more possibilities you’ve got

you’ve got more possibilities you’ve got

you’ve got more possibilities you’ve got more spaces for innovation opportunities

more spaces for innovation opportunities

more spaces for innovation opportunities but that’s dealing with complexity ok so

but that’s dealing with complexity ok so

but that’s dealing with complexity ok so a leader has to be able to read culture

a leader has to be able to read culture

a leader has to be able to read culture be able to understand what is not being

be able to understand what is not being

be able to understand what is not being said we don’t read Shakespeare and we

said we don’t read Shakespeare and we

said we don’t read Shakespeare and we don’t read an article in The New Yorker

don’t read an article in The New Yorker

don’t read an article in The New Yorker simply by consuming the words and

simply by consuming the words and

simply by consuming the words and sentences what we are doing we are

sentences what we are doing we are

sentences what we are doing we are interpreting the metaphors and symbolism

interpreting the metaphors and symbolism

interpreting the metaphors and symbolism and contradictions that the author is

and contradictions that the author is

and contradictions that the author is trying to convey to us and then we

trying to convey to us and then we

trying to convey to us and then we interpret again interpretation gives us

interpret again interpretation gives us

interpret again interpretation gives us difference within a culture difference

difference within a culture difference

difference within a culture difference is cool because it leads to creativity

is cool because it leads to creativity

is cool because it leads to creativity so we need to be able to see this and

so we need to be able to see this and

so we need to be able to see this and key for leaders here then is to be able

key for leaders here then is to be able

key for leaders here then is to be able to decode store

to decode store

to decode store these stories here are the blood vessels

these stories here are the blood vessels

these stories here are the blood vessels of culture stories our exchange systems

of culture stories our exchange systems

of culture stories our exchange systems that are working overtime within culture

that are working overtime within culture

that are working overtime within culture stories and they as being a sharing

stories and they as being a sharing

stories and they as being a sharing process allows me to understand who I am

process allows me to understand who I am

process allows me to understand who I am because we are sharing similar codes

because we are sharing similar codes

because we are sharing similar codes they are oozing with cultural codes to

they are oozing with cultural codes to

they are oozing with cultural codes to preserve our sense of boundaries stories

preserve our sense of boundaries stories

preserve our sense of boundaries stories are key to a good culture mindset so

are key to a good culture mindset so

are key to a good culture mindset so what are we going to do as a means of

what are we going to do as a means of

what are we going to do as a means of ending this if we carry on thinking

ending this if we carry on thinking

ending this if we carry on thinking about a bad culture mindset we’re going

about a bad culture mindset we’re going

about a bad culture mindset we’re going to be left with ideological mission

to be left with ideological mission

to be left with ideological mission statements strategies that are aimless

statements strategies that are aimless

statements strategies that are aimless brand values that are imposed on to the

brand values that are imposed on to the

brand values that are imposed on to the consumer yet they’re not left out by the

consumer yet they’re not left out by the

consumer yet they’re not left out by the organization innovation processes that

organization innovation processes that

organization innovation processes that are too narrow new product and service

are too narrow new product and service

are too narrow new product and service development that will have little trace

development that will have little trace

development that will have little trace of the cultural ecosystem of the people

of the cultural ecosystem of the people

of the cultural ecosystem of the people that are supposed to use it so this is

that are supposed to use it so this is

that are supposed to use it so this is what I’m going to say to leaders before

what I’m going to say to leaders before

what I’m going to say to leaders before embarking on change programs or before

embarking on change programs or before

embarking on change programs or before developing new brand strategies step

developing new brand strategies step

developing new brand strategies step back okay step back and say to yourself

back okay step back and say to yourself

back okay step back and say to yourself what does the office door in my

what does the office door in my

what does the office door in my organization or within my team tell me

organization or within my team tell me

organization or within my team tell me about our culture thank

about our culture thank

about our culture thank [Applause]