{"id":7255,"date":"2021-12-01T01:08:32","date_gmt":"2021-12-01T00:08:32","guid":{"rendered":"https:\/\/www.agabajer.com\/?p=7255"},"modified":"2022-02-17T07:31:38","modified_gmt":"2022-02-17T06:31:38","slug":"the-culture-bubble%e2%80%8a-%e2%80%8awhy-you-stop-seeing-clearly-and-start-acting-foolishly","status":"publish","type":"post","link":"https:\/\/www.agabajer.com\/blog-posts\/the-culture-bubble%e2%80%8a-%e2%80%8awhy-you-stop-seeing-clearly-and-start-acting-foolishly\/","title":{"rendered":"The Culture Bubble\u200a\u2014\u200aWhy You Stop Seeing Clearly and Start Acting Foolishly"},"content":{"rendered":"

Before the cultural transformation of Microsoft, spearheaded by the current CEO, Satya Nadella, employees referred to the company campus in Redmond, Washington as \u201cThe Bubble.\u201d<\/p>\n

In their book, Stack Rank This. A Memoir of a Microsoft Couple<\/em><\/a>, <\/em>two ex-employees said:<\/p>\n

\n

\u201cIf you are in The Bubble, it just becomes easier, more convenient to be around others in The Bubble. Everyone works crazy hours and has a manger that yells at them thinks that this is normal.\u201d<\/p>\n<\/blockquote>\n

Normalizing<\/em> \u2014 the first sign that the culture bubble might be closing in on you.<\/p>\n

That\u2019s what people\u2019s experience had been at Microsoft back in 2000s.<\/p>\n

Competing with your colleagues instead of other companies? After a while, it started feeling normal. Playing it safe? Normal. The bureaucracy that slows everything down? Normal. Having a free pass if you can prove to be the smartest person in the room? Normal.<\/p>\n

The result? Ten lost years when Microsoft repeatedly missed opportunities to capitalize on disruptive innovations. Music, search, and social networking were all areas where Microsoft tried \u2014 and failed \u2014 to succeed, losing to Apple, Google, and Facebook.<\/p>\n

Why was Microsoft putting up with a culture that was clearly working against the company\u2019s best interest? Why was it so difficult to connect the dots and realize that unless the company\u2019s culture changes, it will never get a second chance at being a leader in its industry?<\/p>\n

What stalled Microsoft\u2019s progress and blurred its vision was a culture bubble.<\/p>\n

So, what is a culture bubble?<\/h5>\n

The longer people belong to a team, the more susceptible they are to getting trapped inside what I call a \u201cculture bubble.\u201d<\/p>\n

A culture bubble normalizes both the good and the bad in your company culture. It creeps up on people, little by little until they are entirely enveloped in it. It doesn\u2019t make people blind \u2014 not entirely \u2014 but it does alter their perception.<\/p>\n

Suddenly, their judgment ceases to be as sharp; their assumptions change; they stop asking questions.<\/p>\n

People gradually become oblivious to the culture that surrounds them. They downplay its strengths and tolerate dysfunctional, outdated, or unhelpful norms, behaviors, and practices.<\/p>\n

In 2005, during a commencement speech to the graduating class at Kenyon College, David Foster Wallace<\/a> shared a story that perfectly illustrates the challenges of being trapped in a culture bubble:<\/p>\n

\n

\u201cThere are these two young fish swimming along, and they happen to meet an older fish swimming the other way, who nods at them and says, \u2018Morning, boys, how\u2019s the water?\u2019 And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes \u2018What the hell is water?\u2019\u201d<\/p>\n<\/blockquote>\n

Culture is the water you swim in every day. Invisible in plain sight. So ubiquitous that you fail to notice it exists.<\/p>\n

What makes a culture bubble so strong is a convergence of three factors: unwritten rules, shared beliefs, and habituation.<\/p>\n

Unwritten rules<\/h5>\n

A story inspired by an experiment<\/a> carried out in the 1960s perfectly illustrates how unwritten rules form and how they drive behaviors within a culture bubble:<\/p>\n

Researchers placed five rhesus monkeys in a cage with a few bananas hanging from the ceiling. There was a ladder conveniently placed underneath. Whenever one of the monkeys attempted to climb the ladder, all the monkeys in the cage got sprayed with ice-cold water.<\/p>\n

Rhesus monkeys are smart; they got the message fast \u2014 reaching for the bananas was a terrible idea. Soon, it wasn\u2019t even necessary to use the ice-cold water \u2014 they knew better than go anywhere near <\/em>the ladder. At that stage, the researchers stopped spraying and started replacing the monkeys with new ones.<\/p>\n

Not being aware of the ice-cold water treatment, each new monkey would do what any normal monkey would \u2014 it made a beeline for the ladder to grab some bananas! Within a second, the other monkeys would viciously attack it and continue the bashing until the new guy stopped trying.<\/p>\n

One by one, the monkeys who experienced ice-cold water treatment got replaced with new ones. Every time a new monkey would approach the ladder, it would get a beating from the rest \u2014 including the monkeys who never experienced the cold water.<\/p>\n

Eventually, the cage was populated by five new monkeys, none of which had the experience of the ice-cold water. When the researcher introduced a new monkey who inevitably reached for the bananas, the others attacked the newcomer, although none of them has ever experienced the ice-cold water.<\/p>\n

It\u2019s funny how unwritten rules work. We never formally agree on them.<\/p>\n

Instead, unwritten rules emerge when we face a problem together (like getting sprayed with ice-cold water) and find a solution that gets the job done (avoiding the ladder). We form an unwritten agreement, expecting that everyone will comply.<\/p>\n

We might have supercomputers in our pockets, drive electric cars, and drink vanilla lattes, but when it comes to a culture bubble, we are as likely to get trapped in it as our distant cousins, the Rhesus monkeys.<\/p>\n

The fascinating paradox is that the unwritten rules become even more powerful when the reason they came into being in the first place is no longer valid. Without hard evidence that what we are doing makes logical sense, we are forced to make things up. Our brains trick us into believing something that justifies our behavior, and these beliefs, in turn, become a powerful force that drives our actions.<\/p>\n

Shared beliefs<\/strong><\/span><\/p>\n

Consider one of your beliefs for a moment. Perhaps you think that all animals deserve to be treated with compassion and respect. Or that all the prizes for participation are lame and devalue real awards. Choose a belief you feel passionate about. Now, imagine that someone forces you to act against it.<\/p>\n

\n

How does it feel?<\/p>\n<\/blockquote>\n

For most people, just imagining this situation makes them queasy. It\u2019s because our beliefs are deeply intertwined with our emotions, our sense of identity, and meaning. Once we form a belief, we adhere to it and when it\u2019s threatened, we feel compelled to stand up for it.<\/p>\n

Shared beliefs wield even more power than personal ones. Recent findings from researchers at UC Berkeley<\/a> shed some light on why the executives in Volkswagen felt compelled to be a part of a conspiracy to evade clean air regulations or why some people still deny climate change. The study found that we tend to stick to our beliefs when they are shared and reinforced by others.<\/p>\n

It\u2019s our peers\u2019 feedback, not hard evidence, that boosts our sense of certainty when we are trying to tell right from wrong. When faced with the decision on whether it\u2019s ok to voice their concerns about the new sales strategy during a meeting, people on your team will look to their teammates for clues on what\u2019s the acceptable way to behave. If no one speaks up, the chances are that they won\u2019t either \u2014 and you will never get their valuable input.<\/p>\n

Habituation<\/h5>\n

Habituation happens when you grow accustomed to stimuli that occur repeatedly. That loud fridge in your hotel room? Initially, it drives you crazy, but after a while \u2014 you stop noticing the hum; it\u2019s just white noise that recedes into the sphere of normalcy. People always being late for meetings? Infuriating \u2014 at first. But now seems so normal that you are not bothered any more. In fact, you\u2019re never on time these days either.<\/p>\n

Habituation has nothing to do with our approval or common sense. We become habituated to certain ways of feeling, thinking, and behaving in groups not because they are good for us or the team \u2014 not even because they make logical sense. We become habituated because it\u2019s \u201cthe way we do things around here\u201d \u2014 and the way we do things around here is so prevalent that after a while, we stop noticing it.<\/p>\n

If you could travel in time and step into a doctor\u2019s office in the 1950s, you\u2019d be surprised by something people hardly noticed back then: a dense cloud of cigarette smoke. Smoking was not only acceptable; it was fashionable. You\u2019d be hard-pressed to find a movie star who wasn\u2019t sporting a cigarette. Doctors not only approved, they often actively promoted cigarette brands<\/a>.<\/p>\n

Today, a doctor\u2019s office filled with cigarette smoke would shock you. But your reaction would have little to do with scientific findings on the harmful effects of cigarettes. You\u2019d be shocked because you are not accustomed to seeing your doctor puff away at a cigarette while she examines her patients.<\/p>\n

\n

\u201cYour assumptions are your windows on the world. Scrub them off every once in a while, or the light won\u2019t come in.\u201d \u2014 Alan Alda<\/a><\/p>\n<\/blockquote>\n

Final thoughts<\/h5>\n

The important question to ask here is not whether you and your team have your own culture bubble. You probably do.<\/p>\n

The question worth asking is: How small and rigid is yours? Do you have enough wiggle room to stretch, reexamine and reevaluate what you\u2019ve come to take as gospel? Are you willing to scrub off some of these old assumptions that obscure your view? And, most important of all: how will you make your culture bubble permeable so that you can get rid of any toxic residue and allow new, fresh air to come in?<\/p>\n

Originally published on The Startup<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

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