For the past couple of weeks I’ve been privileged to attend a leadership training developed and sponsored by my department.  I’m a street cop in a city of about 100,000 people.  Our department has about has over 200 staff members (including volunteers).     I’m a tiny part of my outfit.

The class had just over 20 attendees ranging from a police commander to a secretary.  A majority of the members were sworn officers who work patrol.

The class was developed and delivered primarily by our Lieutenants.  Our command staff was present and involved.  I can honestly report this was one of the best leadership classes I’ve attended.  The material was relevant and real.  There was a great mix of discussion and discourse. There was an academic freedom that was encouraging.  And probably most telling: There was ‘buy in’ from the leadership and participants.

When I returned to patrol and reported my synopsis to my fellow patrol mates they accused me of “drinking the Kool-Aid”.  Which got me thinking….

Was I part of the cult? Or was I helping create the culture?

 In my mind there is a great difference between cult and culture.  Cult connotes a religious fervor gone off the rails.  Culture bring images of refined tastes.  Frankly, I’ve very seldom been accused of having refined tastes….. But I digress….

In defining organizational culture we look at a very large set of value assessments held in common by the people in that organization.  Buying into a culture doesn’t require perfect conformity.  Not every member has the exact same value assessments as each other, but people belong to a similar culture if they have “buy in” and “tolerance” for the deviations among the group.

Fact is, this tolerance and variance is a basic difference between cult and culture.  A cult requires control.  Generally there are four areas of control that scream “CULT”.  They are:

1. Behavior Control. Individualism is discouraged. Group-think prevails.  The individual must be obedient and not deviate from the accepted rituals.
2. Information Control.  There is a strict “need to know” mentality.  Access is limited.  There is no transparency.
3. Thought Control.  The cult doctrine cannot be questioned. Dissent is discouraged.  There is only one truth.
4. Emotional Control.  Fear is the overriding emotion.  Create a phobia about questions or leaving the group.

In our leadership course almost the exact opposite was encouraged.  Our teaching staff laid out some ideas for developing and refining our culture.  They suggested our organizational culture is about:

• Positive empowerment and leadership
• Taking calculated risks with room for mistakes
• “Failing forward”
• Creative and positive internal and external customer service
• Personal and organizational growth, development, learning
• Question the status quo
• Compassion and collaboration

Here’s a comparison of cult and culture. (Courtesy of Prepare International)