When I was in residency training, I felt struggled with a conflict between my perception of reality and a seemingly widespread fallacy. As a human being, and especially as a human new at the tasks I was undertaking, I knew I was imperfect, yet the clinical world seemed founded on the belief that it is possible for humans to never make mistakes. Only perfection was acceptable. The possibility of unintentional medical errors was usually just denied. If errors occurred, they were seen as the individual health professional’s fault. In other words, if a mistake happened, I’m to blame, even if I was doing my best in a broken system, one that required multiple error-prone workarounds to complete a task. That conflict ate away at me, and was one of the factors that precipitated burnout and my decision to leave clinical practice several years later.
It was in the course of writing about the health care system that I first learned about organizational culture, which can be loosely defined as “how we do things around here.” It governs how people act, how they respond, how they treat each other. It is shaped by top leaders. They set the tone, model ways of being, and choose which behaviors to reinforce and reward, which to call out, and which to overlook (a choice that usually speaks louder than words). Leaders’ actions and choices demonstrate the organization’s culture for everyone else. Of course, there are micro unit cultures that differ across the organization, but the trickle-down effects of leaders show up here too.
Photo credit: Sam Dennis