Culture / Climate
Culture / ClimateDocumentADP 1TitleThe ArmyProponent PageTRADOC2-8CommentUnit and organizational esprit de corps is built on anopen command climate of candor, trust, and respect,with leaders who exhibit concern for the welfare ofsubordinates and set the example for expertise andhonorable service.Mission command fosters a culture of trust,mutual understanding, and a willingness to learnfrom mistakes.11. The cultures in civilian agencies differ from thoseof military forces, such as theirorganization capacities, perspectives, approaches, anddecision-making processes.2-4ADP 3-07StabilityTRADOC3ADP ADP 6-0It requires a command climate in which commandersencourage subordinates to accept prudent risk andexercise disciplined initiative to seize opportunities andcounter threats within the commander’s intent.312. Commanders use collaboration to establishhuman connections, build trust, and create andmaintain shared understanding and purpose .Establishing a culture of collaboration isdifficult but necessary.6With such acceptance in the command climate,subordinates gain the experience requiredto operate on their own.With such acceptance in the command climate,subordinates gain the experience required tooperate on their own.They seek to establish a positive commandclimate that facilitates team building, encouragesinitiative, and fosters collaboration, dialogue andmutual trust and understanding.67ADP 6-22ArmyLeadershipTRADOCpositive climate, maximizing resources, inspiring others,and building teams to promote excellence.Foreword2Effective organizations rely on leaders to balanceuncertainty, remain flexible, and provide a climatewhere subordinates have the latitude to exploreoptions.Taking care of people involves creating andsustaining a positive climate through opencommunications, trust, cohesion, and teamwork.This leader lacks concern for others and theclimate of the organization, which leads to shortand long-term negative effects.231
5Positive climate, caring for the well-being ofSoldiers, properly training their Soldiers anddeveloping subordinates’ competence.Create a positive environment inspires anorganization’s climate and culture.8Leaders are responsible for development. andthat they are sustaining a positive climate andimproving the organization.While leaders need to develop others, they haveto set a positive climate in which individuals andthe unit can improve and operate.the organizational climate values learning.and setting a climate conducive to learning.This means establishing in training what the unitcan expect during operations to include theculture of an operational environment.Commanders and other leaders replicate culturalsettings describes the Army culture of trust and its inherentrelationship with the Army Ethic .88ADP 7-0TrainingUnits andDevelopingLeadersTRADOC996ADRP 1The ArmyProfessionTRADOCvviiEsprit de corps is embedded in the Army culture oftrust and is carried on through customs, courtesies, andtraditions.serving within our culture of trust. The professional ethic sets the conditions to establishand maintain a meritocratic culture. cultivated a unique military culture grounded in theArmy Ethic of honorable service to the Nation. strengthening the Army culture of trust,1-11-31-5 reinforce the Army culture of trustThe Army Ethic and its moral principles are essentialcomponents of the Army culture of trust.Leaders set the right example, live by and uphold theArmy Ethic, establish a positive climate, and inspirethe teamWe are responsible for sustaining an Army culture oftrust, now and for the future. Living by and upholdingthe Army Ethic strengthens—3-6. Army leaders, at all levels, are responsible forreinforcing the Army culture of trust andestablishing a professional organization andcommand climate essential for mission command.The Army Ethic guides our decisions and actions,always. When we uphold the Army Values and live theArmy Ethic, we strengthenthe Army culture of trust.As a “Soldier for Life,” each man andwoman carries on the traditions of the Army culture oftrust, demonstrating the Army Ethic in all aspects oftheir lives.2-22-62-92-103-33-55-42
6-2Inspire and motivate pursuit of excellence, acourageous winning spirit, an Army culture of trust,and cohesive teamworkFor the Army Profession, esprit de corps is embeddedin the Army culture of trust and sustained by leaders atevery level.The Army’s culture is the spirit and soul of theorganization .Discipline and standards are intrinsicwithin the Army culture of trust.7-17-27-3A professional command climate of trust, respect,caring, and candor.7-10. The Army, as a profession, contributes to espritde corps within the Army culture of trust. inherent within the Army culture. Our culture isinformed by and sustains the Army Ethic, the heart ofthe Army. Thus, our culture and ethic are integrated,interdependent, evolving, and enduring.In contrast to culture, organizational climate refers toits members’ feelings and attitudes as they interactwithin their teams. Climate is often driven by observedpolicies and practices, reflecting the leader’scharacter .Unlike culture, that is deeply embedded,climate can be changed quickly, for example, byreplacing a toxic leader or correcting dysfunctionalpractices. There are three levels within the Armyculture: underlying assumptions; enduring beliefs andvalues; and the artifacts and icons associated with ourcustoms, courtesies, and traditions .the Army Ethic isintegral within the Army culture, and Armyprofessionals willingly accept their duty to live by anduphold our ethic in all aspects of life A-8. Understanding the distinct levels within Armyculture—assumptions, beliefs and values, and artifactsand icons—allows leaders to strengthen each 7-4A-1A-2ADRP 1-02 Terms andMilitarySymbolsTRADOCB-41-6ADRP 1-03 The ArmyUniversalTask ListTRADOC4-86The Army culture promotes certain norms of conduct.Army ethic – The evolving set of laws, values, andbeliefs, embedded within the Army culture of trust thatmotivates and guides the conduct of the Armyprofessionals bound together in common moralpurpose. (ADRP 1)UMT or chaplain section assessed the spiritualreadiness of Soldiers and units to include the moral andethical climate.4-87UMT or chaplain section performed unit analysis todetermine the current religious, moral, and ethicalclimates within the unit and the area of operations. organizational structure and culture to increasecollaboration and interaction between leaders andsubordinates.Units support the commander’s stewardshipresponsibilities for creating and maintain a positivecommand climate, promoting professionaldevelopment, and improving esprit de corps, morale,5-345-393
ADRP 3-0OperationsTRADOC1-7ADRP 3-05 SpecialOperationsTRADOC2-7ADRP 5-0TRADOC1-1TheOperationsProcesswelfare, and discipline of Soldiers and Department ofthe Army Civilians. (ADP 1) (USACAC)The unit’s ethical climate affects motivation and thetrust Soldiers feel for their team and leaders.Unit accurately and regularly determined the morale ofSoldiers and Department of the Army Civilians andmoral climate of organization.Unit assessed, established, and maintained a positivecommand climate.Units establish and maintain discipline and militarylaw enforcement by creating a positive andprofessional command climate and by establishing andenforcing Army and unit standards.Organization had a positive unit climate that promotedgood order and discipline.Leaders must create a climate that allows all Soldiersto feel free to report what they see and learn on amission.However, the host-nation culture, historicalperspectives, political climate, and economicconditions are also considered.Civilian organizations have different organizationalcultures and norms. a positive moral climate that confers advantages onthe military and diplomatic activities the nation pursuesin achieving foreign policy objectives. a command climate in which commanders encouragesubordinates to accept prudent risk and exercisedisciplined initiative to seize opportunities and counterthreats within the commander’s intent. commanders consider how culture (both their ownand others within an operational area) affectsoperations. Culture is the shared beliefs, values, norms,customs, behaviors, and artifacts members of a societyuse to cope with the world and each other. Cultureinfluences how people make judgments about what isright and wrong and how they assess what is importantand unimportant. Culture provides a framework forthought and decisions. What one culture considersrational, another culture may consider irrational.leaders understand and appreciate their own culture(individual, military, and national) in relation to thevarious cultures of others in the operational area. commanders create a positive command climate thatinstills a sense of mutual trust throughout thecommand. in the command climate, subordinates gain theexperience required to operate on their own.2-74. Commanders create their organization’s tone—the characteristic atmosphere in which people work.This is known as the command climate. It is directlyattributable to the leader’s values, skills, and actions. Apositive climate facilitates team building, encouragesinitiative, and fosters collaboration, dialogue, mutual1-91-10ADRP 6-0MissionCommandTRADOC2-52-62-124
trust, and shared understanding. Commanders shapethe climate of the organization, no matter whatthe size a command climate that encourages initiativeand supports operational adaptability.A positive command climate instills a sense of mutualtrust among Soldiers This contributes to a positivecommand climate a product of empathy.Commanders create positive command climates thatfoster mutual trust and shared understanding withintheir command and with unified action partners.Leaders must foster a command climate that includesand respects all members.3-2ADRP 6-22 ArmyLeadershipTRADOC2-3 establish policies and the organizational climate thatsupport their subordinate leaders.Leaders create and maintain a positive climate.3-9. Army leaders should consistently foster a climatethat treats everyone with dignity and respect Living honorably, in line with the Army Values, setsan example for every member of the organizationand contributes to an organization’s positiveclimate and morale.One of the Army leader’s primary responsibilities is tomaintain an ethical climate that supports developmentof character .an organization’s ethical climatenurtures ethical behavior, people will think, feel, andactethically.Consistently doing the right thing forges strongcharacter in individuals and expands to create a cultureof trust throughout the organization.Army leaders must consistently focus on shapingethics-based organizational climates in whichsubordinates and organizations can achieve their fullpotential.Vague orders may foster a climate of indiscipline,permitting subordinates to act outside the framework ofthe Army Values in pursuit of missionaccomplishment.Leaders must instill agility and initiative withinsubordinates by creating a climate that encouragesparticipation and trust.2-52-63-23-33-53-63-63-65-16-7It is important for leaders to promote a culture andclimate of trust. To establish trust, leaders create apositive command climate that fosters trust byidentifying areas of common interest and goals.Leaders build trust with their followers and thoseoutside the organization by adhering to theleadershipcompetencies and demonstrating good character,presence, and intellect. Leaders need to becompetent and have good character to be trusted.6-52. Failure to cultivate a climate of trust or awillingness to tolerate discrimination or harassment on6-75
any basis erodes unit cohesion and breaks the trustsubordinates have for their leaders.Sustains a climate of trustFosters an ethical climate; shows good moral judgmentand behavior.A leader who communicates well minimizes frictionand improves the overall organizational climate.Leaders have the responsibility to create a positiveorganizational climate,Climate and culture describe the environment inwhich a leader leads .Culture refers to theenvironment of the Army as an institution and ofmajor elements or communities within it. Strategicleaders shape the Army’s culture, whileorganizational and direct leaders shape the climateof units and organizations.Taking care of people and maximizing theirperformance largely determines how well the leadershapes the organization’s climate. Climate is howmembers feel about the organization and comes fromshared perceptions and attitudes about the unit’s dailyfunctioning. Climate affects motivation and the trustSoldiers and Army Civilians feel for their team andleaders. Climate is generally a short-term experience,depending upon a network of personalities within theorganization that changes as people come and go.Culture is a longer lasting and more complex set ofshared expectations than climate. While climate is areflection of how people think and feel about theirorganization now, culture consists of the shared,attitudes, values, goals, and practices that characterizethe larger institution over time. Leaders establish aclimate consistent with the culture of the institution.Upholding traditions ensures the Army’s culturebecomes integral to every member of the Army team.Climate and culture provide the context in whichleaders and followers interact .leaders set the tone fora positive climate .Strategic leadership [influences] the organizationalculture .The Army’s values-based culture6-86-126-137-17-17-17-1, 7-27-27-211-111-311-6Strategic leaders shape the culture of the Army anddefine the azimuth for cultural change andorganizational climate change leaders at all levels,are responsible for creating a positive environment .A healthy culture is a powerful motivational tool.Strategic leaders use culture to guide and inspire largeand diverse organizations. They employ culture tosupport vision, accomplish the mission, and improvethe organization. A cohesive culture molds theorganization’s morale, reinforcing an ethical climatesolidly resting on the Army Values. It requiresconstantly assessing the culture11-66
AR 600-20ArmyCommandPolicyG-12The commander is responsible for establishingleadership climate of the unit and developingdisciplined and cohesive units.2Commanders and other leaders committed to theprofessional Army ethic promote a positiveenvironment. If leaders show loyalty to their Soldiers,the Army, and the nation, they earn the loyalty of theirSoldiers leaders build a positive command climate.Commanders should assess the command climateperiodically to analyze the human dimension ofcombat readiness .a healthy leadership climateestablished by the command in which all Soldiers aretreated with fairness, justice, and equity . Army network of support services, thus reinforcing acommand climate of trust, mutualrespect, and self-discipline.Conduct training. On at least an annual basis,commanders will conduct hazing and bullyingtraining as part of the EO training requirementsrelated to promoting a healthy unit climate.Command climate awareness. Commandersperiodically must assess their specific unit’s humanrelations readiness climate in order to contextualizeHRRT to the unit’s mission and personaldimensions of living and workingtogether.Administration of a command climate survey mustbe part of the unit assessment for company levelcommanders (or equivalents). Company levelcommanders (or equivalents) will conduct a unitcommand climate survey within 30 days ofassuming command (120 days for ARNG andUSAR), again at 6 months, and annually thereafter.Assessments must include a facilitated small groupdiscussion of topics recommended under paragraph6–15. Information on conducting the assessment isin appendix E. Company level commanders (orequivalents) may supplement any survey effortswith individual and group interviews, the analysisof unit records, and statistical information (awards,promotions, reenlistments, incidents of misconductresulting in UCMJ, and EO complaint reports).Continuously assess the command climate throughformal surveys, interviews, facilitated small groupdiscussions, and accessibility to the unit.(23) Periodically prepare reports and briefings forcommanders and other staff agents on the unit’sEOAP and other initiatives being done to improveor maintain the command climate.The importance of honest and open interpersonalcommunications in promoting a healthy unit climate.Creating positive command climates that promote fairand equal treatment221315356-57595966667
focus on fostering a healthy command climate andusing appropriate means for determining a healthycommand climate.Continually assess the command climate throughvarious methods (for example, focus groups,surveys, talking with Soldiers).b. The Army Ethic is our professional ethic, defined asthe evolving set of laws, values, and beliefs, embeddedwithin the Army culture of trust that motivate andguide the conduct of trusted Army professionals whoare bound together in common moral purpose. TheArmy Ethic articulates our shared identity as trustedArmy professionals and captures in one place the moralprinciples by which Soldiers, Army Civilians, and allleaders are expected to live by and uphold.Strategic leaders shape the Army’s culture whileorganizational and first-line leaders shape the climateof units and organizations. Culture is a longer lastingand more complex set of shared expectations thanclimate. Army Culture evolves slowly; it is deeplyrooted in long-held beliefs passed from one generationof Soldiers to another and communicated in Armypolicies, doctrine, customs, traditions, songs, and ethos.Army Culture and Mission Commanda. Cultures are characterized by a shared set of beliefs,values, norms, and symbols that unite a group. vitalto the Army Culture. The U.S. Army culture of trust isboth informed by and sustains the Army Ethic.Strategic leaders shape the Army’s culture whileorganizational and first-line leaders shape the climateof units and organizations. Culture is a longer lastingand more complex set of shared expectations thanclimate. Army Culture evolves slowlyIn contrast to culture, organizational climate refers tothe perception and attitudes of Soldiers and ArmyCivilians as they interact within the culture with theirpeers, subordinates, and leaders. Observed policies andpractices often drive climate, reflecting the leader’scharacter. The greatest influence on an organization’sclimate is the quality of its leadership creating arewarding climate of shared mutual trust and pride inteam contributions to mission accomplishment. Ahealthy Army culture and organizational climate willexhibit six overarching characteristics:The organizational culture and unit climate fostersunity, cohesion, and trust in accordance with theArmy Ethic.Counter-productive leadership behaviors prevent theestablishment of a positive organizational climate,Climate: The state of morale and level of satisfactionof members of an organization.Culture: The set of long-held values, beliefs,expectations, and practices shared by a group thatsignifies what is important and influences how anorganization operates.7070AR 88318
FM 4. The importance of the commander’s personalinvolvement in building inter-organizational trust,understanding, mutual respect, and friendships cannotbe overstated. If organizational leaders do not set theappropriate tone and establish the necessary climate,the best whole-of-government plan will fail. commanders must pay close attention to thecommand climate within their units. establish a climate that supports and encourages aholistic and collaborative effort to improve Soldierreadiness and resilience.1-1213-10ATP 622.5A LeadersGuide toSoldierHealth andFitnessTRADOCV,Preface4-14-3. Leaders must establish a command climate whichacknowledges the difficult personal issues that Soldiersmay face.Leaders must Establish a climate where seeking helpis not a character flaw but a sign of strength.4-28-98-56. The organizational climate of a unit is theresponsibility of the commander .nor do they allowthe existence of hostile work environments.Foster a command climate that encourages seekinghelp for problems before they start to affect jobperformance and behavioral health.8-10 the proper command climate that supports andaccepts all the aspects of stress management.Some of the responsibilities of a team leader include(but are not limited to) Establishing a positiveclimate .the atmosphere, or climate, in which peoplework. The climate relates to the leader’s values, skills,and actions create a positive climate where people onthe team feel motivated Creating a positiveclimate that help[s] team leaders earn the respect oftheir team members A positive climate develops frompeople’s shared perceptions and attitudes .A climateof trust is established when the norms and values of theteam create a positive, mutually beneficialenvironment establish and maintain positiveexpectations and attitudes that produce the setting for apositive climate .A positive climate instills a sense ofmutual trust, discipline, community, self-respect, andmorale. (See FM 6-22 for a discussion of additionalleader actions that can establish a positive climate.)Creating a climate of accountability means developinga climate in which people can speak openly and admitto mistakes without fear.Leaders create the climate for cohesive growth.The resilience of the unit can be beneficial to the teamclimate.Establishing a positive climate is important .8-17ATP 622.6Army TeamBuildingTRADOC1-6 and1-73-53-64-5B-19
1-11FM 6-22LeaderDevelopmentTRADOCTeams that have a positive learning culture . ADRP6-22, FM 6-22, and ATP 5-0.1.Builds trust—sets personal example; sustains a climateof trust.1-5,Table 111-6Three qualities measure good teamwork: identity,cohesion, and climate .Integrating the fundamentals of leader developmentinto the organization creates a positive, learningclimate 3-13-1A positive leadership climate encourages a learningenvironment.An organizational culture develops based on sharedvalues, beliefs, and learning. These cultural values,when consistent with the mission, affect anorganization’s performance.Leaders foster a positive culture by providing asupportive command climate that values memberinvolvement and learning.5-6. Leaders shape the ethical climate of theirorganization while developing the trust andrelationships that enable proper leadership over time,the fostered ethical climate contributes to enhancedorganizational ethical behavior. The internalization ofethical principles develops as the culture reinforces theacceptance and demonstration of ethical behavior. a positive organizational climate. To build a positiveclimate, leaders should use consistent but flexiblepolicies and viewpoints in personally treating otherswith respect (see table 7-27).Teams that have a positive learning culture are eager tounderstand new areas and current situations .Leaderscan establish a culture of learning .3-28and 3295-17-281-72-1Commanders are responsible for training and leaderdevelopment in their units and for providing a culturein which learning takes place.3-2Establishing a culture that promotes leaderdevelopment throughout the organization is necessary.The organizational culture needs to embrace leaderdevelopment to reinforce it as an expected part of dailyoperations. The culture is affected by leaders whoshare a mindset Leaders need to develop a culturethat encourages and rewards professional development.An initial and ongoing objective of a leader is to createa culture that supports leader development.3-63-28An organizational culture develops based on sharedvalues, beliefs, and learning. These cultural values,when consistent with the mission, affect anorganization’s performance.10
Leaders foster a positive culture by providing asupportive command climate .US ArmyArmy CivilianAcculturationArmy MgtStaffCollege7-32The Army seeks to efficiently and effectivelyaccomplish its strategic mission it depends on theexperiences of its people and organizations tocontribute to a climate that values and supportslearning.49A healthy command climate 11
B -4 The Army culture promotes certain norms of conduct. ADRP 1-02 Terms and Military Symbols TRADOC 1-6 Army ethic - The evolving set of laws, values, and beliefs, embedded within the Army culture of trust that motivates and guides the conduct of the Army professionals bound together in common moral purpose. (ADRP 1) ADRP 1-03 The Army
CULTURE & CLIMATE ASSESSMENTS FACT SHEET Methods to Create a School Climate Improvement Plan A comprehensive understanding of school climate and of culture and climate assessments is an integral part of emergency preparedness, and can help schools prevent, mitigate the effects of, protect against, respond to, and recover from emergency events.
An essential difference between folk culture and popular culture is the speed at which diffusion occurs. 9 *a. True b. False (p. 32) 44. Popular culture is synonymous with mass culture. a. True *b. False (p. 32) 45. Mass culture refers to the consumption of culture, while popular culture refers to
Climate Connections. Climate Change en español. Frequent Questions Energy and the Environment Climate and Energy Resources for State, Local, and Tribal Governments Facility Greenhouse Gas Emissions Data Climate and Transportation Climate and Water EPA Climate Change Research Contact Us. to ask a question, provide feedback, or report a problem .
Global warming is when Earth’s air and the water get warmer. Global warming is one part of climate change. This does not sound good! Climate Change in American Samoa You may have heard people talk about Climate Change or Global Warming. Do you know what these are? Uh-oh! 5 Fill in the blank spaces with words from the word bank: Climate change affects the climate of the entire _. Climate .
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a. Culture building b. Values c. Organizational socialization d. Attitudes Ans: (a) Que: 5 Types of corporate culture are _ a. Clan culture and Adhocracy culture b. Market culture and hierarchy culture c. Both (a) & (b) d. None of these Ans: (c) Que: 6 The practices of a
of different cultures within a culture (e.g. youth cultures, cultures of migrants, regional cultures, business culture, soccer culture, alternative culture etc.) German culture, for the purposes of this class, refers to this multi-layered understanding of culture. !
AP Statistics. AP Chinese Language and Culture. AP French Language and Culture. AP German Language and Culture. AP Italian Language and Culture. AP Japanese Language and Culture. AP Latin. AP Spanish Language and Culture. AP Spanish Literature and Culture * Not all exams are offered at
