While a part time student at Laurentian University working towards my degree in Political Science I ignited a fascination with human geography, the study of interactions between humans and their environment. I found this course and its concepts parallel to much of what I had observed in the workplace; especially in the manner it explained how cultural values, lores and beliefs emerged from experiencing the trials and tribulations of external stimulus.
Take North Americans for instance. Living through long, harsh winters greatly impacts the way folks in Canada experience the world. No better example than the famous weather lore: the Groundhog Day. Canadians know only too well how weather can influence their day. Hence, they not only build their conversation from a single point of entry: the weather; but they (along with their American counterparts living in Punxsutawney, Pennsylvania) have adopted a way of foretelling 6 weeks’ worth of winter weather conditions with a little help from their neighbourhood rodent.
You know the story. If the groundhog, (also referred to as a land beaver or woodchuck), sees its shadow there will be 6 more weeks of winter ahead. This grand event is all happening tomorrow, and every year on February 2nd. According to Wikipedia, forecasts are accurate 75% to 90% of the time. Whether a belief built from fact or fiction, this tale has left a trail dating back to 1841. Suffice to say, interactions with this cold period of the year created a story that helped define a culture.
Human geography teaches us that traditional wisdom inspired by the environment helps build a culture with distinct values, beliefs and behaviours. To draw the parallel, public sector values and beliefs emerge from interactions and experiences civil servants have with their workplace. This is an important distinction that is often forgotten, especially when managing change. Values are not pushed onto people; people pull them from their environment.
Photo: Mont Tremblant January 30, 2009
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