I've seen many companies give up.
I'm not talking about business. I'm talking about culture.
Companies where objectively wrong things are accepted. Paradoxical situations where everyone knows it shouldn't be done that way — and despite this, it's done anyway. A force no one manages to say enough to.
My favorite experiment to explain it is the line for something that doesn't exist.
Some actors create a small queue in front of a divider with a cord — you know the kind used in theaters before opening? Within a few minutes a longer and longer line forms of people who have no idea what they're waiting for. They don't know because it doesn't exist. But they stop anyway. Because others stopped.
We are like this. At work too.
We spend eight hours among meetings and calls everyone finds useless. No one raises their hand and says: but do you find this way of working productive? We don't do it because if everyone does it, it becomes normal. If it's normal, it becomes a rule. If it's a rule, it becomes culture.
And culture is never wrong. It's just culture.
The problem isn't that people are passive or blind. The problem is that social systems work this way: between right and wrong, what wins is what everyone does. Not out of malice — out of gravity. It's the most powerful force in organizations, and the least watched over.
So the question isn't how to convince people to change. It's how to create the conditions for someone to be able to say what everyone thinks, without having to be a hero to do it.
Because heroes in organizations don't last long. Rituals do.
This blog was born to explore that question. With three different voices — culture, narrative, form — because the way an organization works can't be understood from a single angle.
Welcome.