Okay, my friends welcome back, we have talked and learned about identity, its element its functions. And then in the previous videos, we went deeper talking about organizational identity, also from the same elements, visual, the name and also non visual elements of an organizational identity. And now, we zoom even deeper, going into the third part, the non visual one of the non visual elements of organizational identity, which is the focus of our course here. And we'll talk about organizational culture. Let me ask you this. What is the culture of a Japanese person?

Anything that comes in mind? What is the culture of an American Comparison of a German of an Indian person or an Indonesian person that you know of. So, when I ask those kind of questions, some people will say, well on time discipline or some other activities that are considered to be part of their culture, it can be a particular characteristics. However, if you really go one by one talking about people from different countries and what are their culture, you will find different kind of answers. Some will say for example, oh Indonesian people, one of their cultures are friendly, and then some will sell not on time for example, and adjust Japanese could be for example, discipline or on time or and then you can ask another country then you can get different answers and so on and so forth. But my point here is a culture can be positive can be negative.

But like what I said in the first video, if I'm not mistaken, culture, whether you design it or not, it will exist anyway. So might as well design it and I'm sure that's why you were taking this course as well. So let's say we'll take one example. A Japanese person, let's say one of the culture is on time being on time punctual. However, if, let's say there is only one or 10 people out of the hole, citizens in Japan, everyone in Japan That is only and only 10 people are punctual. Can we say that it's part of their culture?

No, if it's only 10 people out of millions of people, then it's not part of their culture. Or, let's say, literally everyone in Japan is punctual, but only once in their life, then we cannot also say that it's part of their culture. So, when we talk about let's say punctual or honesty or friendly and many of other things that are related to culture, we talk about values. So, culture is basically a collection of values. A collection it means it can be more than one a collection of values which are implemented, I hope you can read my writings implemented consistently. Like I said, if it's, if everyone in Japan are punctual but only one time not consistent, then we cannot say it's part of their culture.

I will give you this definition that I hope you can use this for the rest of your life, because there are so many different definition about culture. Hopefully this can give you one deficient in that one definition that you can use once and for all implemented consistently by the majority, if not, all populations, so all population or the majority of the population at least if, let's say there's only 10 people in Japan that are punctual, consistent, but not the majority or the whole population of Japan, then we cannot also say that it's part of their culture. So how many people of the of that population are actually consistent in implementing that values? Yeah. So and this population can be an organization, a city, a territory, a family, there's also a family culture, a team. It can be a team culture as well.

As long as that population exists. Whether it's a country, a teaming, family, whatever. So when we say values which are implemented, we're talking How do you know what, how can we see the form of its implementation? Here we are talking about behaviors. So that the behavior is the manifestation of how the value is being implemented. Let's say the value is punctual.

So the behavior is basically you're being on time, for example. So that's the behavior. There are other values of integrity meanings. You being transparent, for example, is one of the behaviors, not the only behavior when it comes to integrity, transparency, but it's one of them. So, it depends on our interpretation of the value itself. But you need to be clear on how does that value is being manifested is being implemented, you can see that in the form of the behavior.

So again, basically is a collection of values which are implemented in the form of behaviors consistently by the majority or the whole population. That's what we mean by culture. So when we Talking about organizational culture, it means the population that we're talking is, of course, the population of that organization, the employees of that organization, whether they are consistently the majority of them consistently implementing the behavior of particular culture values or not. So that's what it means. So of course, now, when we talk about values, this course, as I'm sure your intention, your aim is, you know, probably that we talk about values, but how can we make sure that the values that we want to have in our organization is implemented consistently by the majority, not just you know, as a plaque on the wall, a lot of companies have those plaques on the walls, their values and everything, you know, painted or even printed on their walls, teamwork integrity, but at the end, it's just words maybe it's being implemented but only for a while.

So how can we ensure that it can be consistent because I remember going back again, that this is part of the non visual elements of our identity as an organization. Because Take a look at this, when the behavior is being implemented consistently, then it becomes characteristics. That's when we talk about identity from an individual perspective is the same. If the person has good characteristics, then that's why we want to have a long term relationship with them. Right? So how can we ensure that the value is being implemented consistently?

Well, before we talk about systemising them, let's first understand about values, especially when we talk about organizational values. And let's go deeper on that on the next video.