Decode and Transform Your Team's Culture with the Culture Map

Unlock the secrets of your team's dynamics with the Culture Map and foster a thriving workplace environment.

Understanding the Culture Map: A Tool for Team Analysis

The Culture Map by Dave Gray (download the canvas here) is a powerful tool designed to help organisations understand and analyse the cultural dynamics of their teams. It offers a visual framework that captures various aspects of team culture, starting with behaviours (what people do), then looking at outcomes (what these behaviours lead to), and then the enablers and blockers of the behaviours. Mapping these elements is a deceptively simple yet highly effective way to gain insights into the underlying factors that drive (or inhibit) team performance, collaboration, and overall workplace satisfaction.

I first used the Culture Map years ago, when I was driving a cultural shift in a world-leading insurance organisation to support its global transformation. I'd been looking for a way to assess the culture throughout the business, something I could use to tell a compelling story to senior leadership to support the case for change, and a tool with a minimal adoption curve before use.

Why I Keep Coming Back to the Culture Map: One Tool, Many Applications

When I heard about the Culture Map, it ticked all the boxes, and I still use it today. Easy for both teams and facilitators to get to grips with, the Culture Map encourages a holistic view of team culture by considering both positive and negative influences. This balanced approach allows teams to celebrate their strengths while identifying areas that require improvement. As with many such tools, its value comes in being a framework for team discussion — the Culture Map's simplicity and visual nature make it highly accessible to all team members, fostering open discussions and collective problem-solving.

I've used many similar tools, but the one I keep coming back to is the Culture Map, because of its simplicity, speed and flexibility: 

• It's quick: A typical Culture Map session with a team takes just 2-3 hours. That's not a lot of time to get some hugely valuable insights.
• It uncovers hidden insights: The Culture Map reveals previously unknown information about your team's culture. It's information that would otherwise be very difficult to obtain, and that makes it hugely valuable.
• It can be applied at all levels: From individual teams to the entire company, the Culture Map can be used to identify challenges and opportunities at every level of your organisation.
• It tells a compelling story: When combined with verbatims from participants, the Culture Map is a powerful means to convince leadership of the need for change, because it's coming straight from the team itself: a transformation programme I was once involved with was running aground at a very early stage because senior leaders were unconvinced of the need for change, until I presented them with the findings from a series of culture mapping sessions.
  
• It's versatile: Because it gives a detailed perspective of the culture in your team or organisation, the Culture Map can be applied to all sorts of challenges, from building stronger teams to improving communication, from driving innovation to enhancing global partnerships.
  

Mapping the Current State: Identifying Your Team's Cultural Dynamics

To begin using the Culture Map, gather the team and facilitate a session where everyone can contribute their observations and experiences. Start by identifying key behaviours that define the team's daily interactions. It's important to focus participants on observable behaviours (tangible things like regularly going for lunch as a team, spending time together, starting/finishing work early/late, actively encouraging dissenting views, using collaboration tools effectively, and so on). This helps stop participants heading down Aspiration Avenue ("I want to see myself as [*a nice person]/[*a hard worker]/[*helpful] etc.").

Silent brainstorming works well here: get participants to write a single behaviour on a sticky note, then collect the sticky notes and read them out one by one and discuss with the team. Keep only notes that the team broadly agree with. Try to avoid team members ascribing value judgements to the behaviours, and simply note them as they are. 

Next, explore the enablers and blockers that influence these behaviours. Enablers are factors that support and enhance positive behaviours, such as clear communication channels or a supportive leadership style. Blockers, on the other hand, are obstacles that hinder desired behaviours, such as unclear roles, lack or trust or high stress levels.

Finally, map the outcomes — both positive and negative — that result from these behaviours. Outcomes could include high team morale and increased productivity, or recurring conflicts and high employee turnover.

And if you're thinking ahead to the practicalities of running a workshop yourself: the lines between what counts as a behaviour, what constitutes an enabler/blocker and what should be treated as an outcome are blurry, so don't get bogged down in this and keep things moving along — remember, the value comes more from having the discussion, and less in how the inputs are categorised.

Case Studies: Surprising Insights Revealed by the Culture Map

In one organisation, the Culture Map revealed that while the team prided itself on being innovative, there was an underlying issue of burnout. The map showed that the constant push for new ideas and the lack of downtime were leading to high stress levels and decreased productivity. This insight was surprising to the leadership, who'd assumed that their innovation-driven culture was solely positive.

Another example comes from a team that discovered a significant communication gap through the Culture Map. While individual team members were highly skilled and motivated, the map highlighted that the organisation's "need-to-know" culture of information sharing was causing project delays and misunderstandings. This was an unexpected revelation, as the company had not previously recognised the extent of the issue.

Strategic Interventions: Addressing Cultural Weaknesses

Once the Culture Map has highlighted areas of concern, it's time to implement strategic interventions to address these weaknesses. For the first case study mentioned, the organisation introduced mandatory 'innovation breaks' — scheduled downtime for team members to recharge and reflect. This intervention helped reduce burnout and led to more sustainable innovation practices.

In the second case study, the team implemented regular 'communication workshops' aimed at improving information sharing and collaboration. These workshops included exercises on active listening, feedback techniques, and building trust. As a result, the team saw a significant improvement in project timelines and overall cohesion.

Here are further examples from some of the organisations I've worked with:

1. The "Make It Happen" Culture

• Insight: A service company discovered that their "make it happen" culture, while initially seen as a strength, was actually hindering innovation. Employees were afraid to speak up with dissenting opinions or propose alternative solutions.
• Solution: The company implemented "Disagree and Commit" sessions, where team members were encouraged to express their opinions freely, even if they disagreed with the majority. This fostered a more open and honest culture.

2. The Hidden Hierarchy

• Insight: A non-profit organisation prided itself on having a flat organisational structure. However, culture mapping revealed a hidden hierarchy based on factors like seniority and educational background, which was stifling collaboration and creativity.
• Solution: The organisation implemented cross-functional teams and rotated leadership roles to break down the hidden hierarchy and promote equal participation.

3. The "Busy-ness Trap"

• Insight: A digital marketing firm discovered that their obsession with being "busy" was actually hindering productivity. Employees were prioritising quantity over quality, leading to burnout and decreased efficiency.
• Solution: The company introduced "Focus Days" where employees were expected to work on their most important tasks without interruptions. This helped them achieve more in less time and improve overall job satisfaction.

4. The "Fear of Failure" Culture

• Insight: An insurance company realised that their fear of failure was preventing them from taking necessary risks. Employees were hesitant to try new things or experiment with innovative ideas.
• Solution: The company implemented a "Safe-to-Fail" policy, where employees were encouraged to take calculated risks without fear of punishment. This fostered a more entrepreneurial and innovative culture.

5. The "Us vs. Them" Mentality

• Insight: A large bank discovered that there was a strong "us vs. them" mentality between different departments. This was hindering collaboration and communication.
• Solution: The company organised cross-functional team-building activities and implemented a reward system that incentivised teamwork and cooperation. This helped to bridge the siloes between divisions and departments and create a more unified culture.

Sustaining Change: Ensuring Long-Term Cultural Health

Sustaining cultural change requires ongoing effort and commitment from all team members. Regularly revisiting the Culture Map can help track progress and identify any new challenges that may have arisen. Be sure to celebrate improvements and successes, as this reinforces positive behaviours and motivates the team to continue their efforts.

In addition, fostering a culture of continuous feedback and open communication ensures that cultural issues are addressed promptly. Leadership should lead by example, demonstrating the desired behaviours and actively supporting initiatives that promote cultural health. By weaving these practices into the fabric of the organisation, teams can ensure long-term cultural strength and a thriving workplace environment.

Take Your Team to the Next Level

The Culture Map is a powerful tool for understanding and improving your team's culture. By mapping behaviours, outcomes, enablers, and blockers, you can gain valuable insights into the factors driving (or inhibiting) team performance.

I've seen firsthand how the Culture Map can transform teams and organisations. By identifying cultural challenges and implementing targeted interventions, you can create a more productive, collaborative, and fulfilling workplace.