Appropriate Systemic Culture

While some moral imperatives may be universally significant, many principles are defined by the systemic culture. (Vauclair & Fischer, 2011) Systems that embrace moral ideals can increase the frequency of positive behaviors by establishing appropriate procedures. (Zimbardo, 2007) To ensure appropriate organizational motivations, the legitimacy of the authority and culture should be continuously evaluated in the context of objective assessments. (Kilmann, Saxton, & Serpa, 1986) Effective policies are adopted when the ideology of an organization is founded on valid perceptions regarding the nature of the environment rather than illegitimate distortions of reality.

Although concepts like justice and fairness may be independent of organizational values, other principles are often established to maintain the continuity of systemic arrangements. (Vauclair & Fischer, 2011) The culture of an organization is a representation of the essential values embraced by the hierarchical authorities. (Zimbardo, 2007) Values are the abstract motivations that guide and justify the attitudes and behaviors of an individual. (Vauclair & Fischer, 2011) A positive organizational culture promotes behaviors that serve the purpose of the institution. (Kilmann et al., 1986)

Systems are power structures that implement procedures in order to promote the achievement of authority motivations. (Zimbardo, 2007) An institution establishes specific procedures to generate particular situations and behaviors that are consistent with the general objectives of the organizational culture. (Zimbardo, 2007) The definitive policies of an organization include behavioral prescriptions that describe the nature of appropriate relationships within the system. (Vauclair & Fischer, 2011) In almost all institutions, the moral judgment of individual behaviors is relative to these systemic priorities. (Vauclair & Fischer, 2011)

An organization may ensure the universal application of essential principles by emphasizing the individuality of each person. (Zimbardo, 2007) By acknowledging the intrinsic value of all subjects, the institution inhibits dehumanization through labels and stereotypes. (Zimbardo, 2007) Additionally, recognizing each person’s unique identity may prevent many moral transgressions that are enabled by de-individuation. (Zimbardo, 2007) By encouraging personal accountability, systems may elicit behaviors that are consistent with moral standards. (Zimbardo, 2007) To prevent deviations from the expectations of the organization, no person should be allowed to diffuse or defer responsibility for their actions. (Zimbardo, 2007)

An organization may promote moral and ethical standards by prioritizing the validity of authority and policy over any other ideal. Systemic principles should be founded on authentic assessments in order to create appropriate procedures. (Zimbardo, 2007) The legitimacy of the authority should be continuously measured by the degree to which the organizational priorities are consistent with objective evaluations. (Kilmann et al., 1986) A moral system should be open to continuous criticism to enable the identification of invalid motivations. (Zimbardo, 2007) By preventing the imposition of a single set of perceptions, an organization may avoid culture founded on subjective distortions of reality. (Zimbardo, 2007)

While the collective arrangement may be maintained by universal priorities of security and stability, the dominant culture defines many behavior expectations within the system. (Vauclair & Fischer, 2011) The culture is founded on an ideology that is created by the authorities to justify the operations of the institution. (Zimbardo, 2007) In order to maintain effective policies, an organizational culture must be able to adapt to shifting conditions. (Kilmann et al., 1986) The validity of institutional procedures is increased by continuous evaluations of progress in the context of objective measures. (Kilmann et al., 1986)

References

Kilmann, R. H., Saxton, M. J., & Serpa, R. (1986) Issues in understanding and changing culture. California Management Review. 28(2), 87-94.

Vauclair, C., & Fischer, R. (2011) Do cultural values predict individuals’ moral attitudes? A cross-cultural multilevel approach. European Journal of Social Psychology, 41, 645-657. doi: 10.1002/ejsp.794

Zimbardo, P. (2007). The Lucifer Effect. Random House: New York