Last week, I had the opportunity to experience two institutional cultures that, to me, felt different from what I had encountered before. This sparked some reflections on the challenge of transforming institutional cultures and the opportunity to implement certain behaviors, practices, or customs that can result in palpable change—changes that people within those spaces can truly feel.
These insights struck me as I attended two very different events. The first was an evening soiree in a school environment where parents and administrators had gathered to celebrate the Lunar New Year. 🧧 I can imagine what you're thinking: "Sure, an evening 'cultural' event with music, performances, food, and drink—plus the obligatory principal’s greetings—is bound to feel different." However, I’ve attended celebratory events at this school before, and I’ve never felt culturally immersed or transformed in quite the same way. This event, however, was different.
I’m not merely referring to the Lunar New Year celebrations themselves, which understandably drew heavily (though not exclusively) on Chinese cultural practices and customs. That was expected and enjoyable. What stood out to me, instead, were what anthropologists and interculturalists might call the submerged elements of culture. Specifically, it was the ways parents behaved with one another. They weren’t performing the usual parental behaviors I’ve seen in these settings. Instead, it felt more like a large family gathering: festive, informal, and yes, noisy. I felt both transported and immersed. It didn’t feel like I was at a school; it felt like I had entered a different cultural space entirely.
The second event occurred a few days later: the opening night of an opera performance. 🎭
The production, La Reine Garçon, is not often performed and featured the collaboration of two Canadian city-based opera companies, so perhaps the audience it attracted was atypical. Moreover, I am not a frequent opera-goer, and it had been years since I last attended. While reading through the scanned program, I noticed a statement that caught my attention and made me rethink my assumptions about attending the opera: "There is no dress code at the opera!" 👗❌
This statement struck me as transformative. ✨ It highlighted what had likely been a submerged cultural expectation—that opera-goers should adhere to formal dress codes. By explicitly stating that there was no dress code, the opera administration was taking this taken-for-granted assumption and making it visible, much like an institutional mission statement or strategic plan. This small yet significant shift reflected an effort to make the opera experience more inclusive and accessible. Additionally, initiatives such as offering less expensive seats for those under 30 further demonstrated a commitment to diversifying their audience. These changes—both practical and symbolic—transformed not only the opera experience but also the institution’s cultural identity.
Both events offered valuable lessons that institutions can test:
Invite other cultural groups or stakeholders to 'shake up' the workplace culture. Whether it’s through celebrating a cultural event or engaging with stakeholders from diverse backgrounds, inviting new perspectives can challenge and enrich an institution’s culture.
Reassess and adapt longstanding practices to make spaces more inclusive and inviting. Sometimes, transforming culture means rethinking hidden or taken-for-granted norms—such as dress codes or audience expectations—that may unintentionally exclude certain groups.
By examining and embracing these strategies, institutions can create spaces that are not only more inclusive but also more vibrant, innovative, and engaging for everyone. 🌟
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