Why Calling Your Company Culture a "Family" is Problematic

The notion of likening organisational culture to that of a family is understandable, considering the amount of time we spend at work, and the strong bonds and genuine care that often develop in the workplace.

Many relationships formed at work extend beyond professional boundaries and are sustained independently of the organisational structure therefore muddying the water.

To recognise the limitations of this analogy, let’s break it down.

Family Culture:

Unclear Expectations: Family dynamics often lack clear expectations, agreements and boundaries, which can lead to confusion, inefficiency and friction in a professional setting.

Lack of Choice: Unlike a family, which is not chosen, employees select their workplace and roles, making the comparison less relevant.

Unconditional Relationships: Family bonds are unconditional yet come with clear role based hierarchy’s, while professional relationships should be based on performance, collaboration and mutual benefit.

Team or Community Culture:

Individual Responsibility: Each member is accountable for their own work contributions, fostering a sense of ownership and responsibility.

Limited Tolerance for Underperformance: Teams can not tolerate prolonged underperformance, encouraging everyone to develop and contribute effectively.

Constructive Conversations: Open, challenging discussions are encouraged, promoting growth and improvement.

Service-Oriented Relationships: Team members support each other constructively, rather than merely affirming one another.

Value-Based Belonging: Inclusion is based on shared values and behaviors, allowing for diversity without requiring sameness.

Purpose and Mandate: Each team member has a clear purpose and role with scope to evolve, aimed at creating value for the organisation and one another.

Flexibility to Part Ways: Professional relationships can end if they no longer serve the individual’s goals or that of the organisation.

Business Priorities: Organisational needs can take precedence over individual desires, aligning personal goals with business objectives.

Agreed Terms: Roles and expectations are clearly defined, promoting transparency and fairness.

Equality: Interactions are based on mutual respect and professionalism, with a focus on adult-to-adult, professional-to-professional relationships.

To truly reinvent how we work, we need to be mindful of the implied messages in how we describe our people and organisations. Shifting from a "family" metaphor to a "team" or "community" framework can better reflect the professional, outcomes-based nature of work relationships, while still honouring the strong, supportive connections we build with colleagues. This approach can foster a more inclusive, clear, and purpose-driven organisational culture.

Engaging in generative dialogue within your team and organisations about the organisational identity and ways of relating is a valuable first step to co-creating your unique organisational culture.