The last component Coyle ascribes to well-functioning groups is purpose. Put simply, purpose is a set of reasons for doing what you do. There's a moment in class where the teacher says, 'I'm going to divide you into groups to work on this project.' For many of us, this is enough to make us break out into a sweat. But, why is this? Humans are social animals, and we're designed to interact with others, so why is group work, and working in teams, so difficult for so many of us?

In a study conducted by MIT Sloan, it was revealed that toxic culture was the single best predictor of attrition during the first six months of the Great Resignation. It was ten times more powerful a predictor of turnover than compensation. Highly cohesive groups are characterized by moments of fluid, trusting cooperation. These groups move and think as one, but, embedded within these fluid movements are less smooth, more awkward moments that can be tense. They reveal shortcomings and missteps. Ensuring that everyone has a voice is easy to talk about but hard to accomplish. This is why many successful groups use simple mechanisms that encourage, spotlight, and value full-group contribution. For example, many groups follow the rule that no meeting can end without everyone sharing something.” Pg. 83Group cooperation, says Coyle, is created by small moments of vulnerability – and when vulnerability is demonstrated by the leader, its power increases. Every dinner, every elbow touch, every impromptu seminar on politics and history adds up to build a relational narrative: you are part of this group. This group is special. I believe you can reach those standards.” Pg. 57 So reflect on your own groups, your family, a team you belong to, your work environment, or perhaps even a school or society you belong to. Think about the culture and ask yourself if there's anything you'd change, and how you could make these changes. As Chimamanda Ngozi Adichie says, 'Culture does not make people, people make culture.'

Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do.” Pg. xx.Behaviors– the observable actions that are deemed acceptable or encouraged within a group or organization (accountability, collaboration, respect, etc.). How did they manage to claw their way out of this mammoth crisis? The company did a huge recall of the product, and offered safer replacements free of charge. In 1982, no company had ever done a total product recall, and many criticized the decision, believing it to be corporate suicide. The man at the helm, James Burke, showed incredible leadership and was praised for his honest and open communication. Despite the major loss of earnings, Johnson and Johnson weathered the storm because they had a leader with an unbelievably clear sense of purpose and strong ethical duty. James Burke did not deviate from the core purpose of the company. In Conclusion This safety creates an open and honest environment where risks are reduced, innovative ideas are generated, and the team can work together to execute on those ideas, which improves outcomes.

Sentence-Summary: The Culture Code examines the dynamics of groups, large and small, formal and informal, to help you understand how great teams work and what you can do to improve your relationships wherever you cooperate with others. Values– the core principles that guide behaviors and drive decision-making in a group or organization (accountability, integrity, teamwork, etc.).

Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together. These kind of heuristics “provide guidance by creating if/then scenarios in a vivid, memorable way” and function “as a conceptual beacon.” These kinds of clearly articulated catch phrases make it easier to make decisions in support of specific team goals, such as “You can’t prevent mistakes but you can solve problems graciously” or “If someone is rude make a charitable assumption.” Thank-yous are not mere tokens of gratitude; they are powerful belonging cues that create connection. Some groups Coyle researched had a positive ritual: the most influential person in a group would publicly express gratitude for the least influential person – for example, to a dishwasher, saying that successes of the whole business are highly dependent on those who perform “the humblest tasks”. Eliminate bad apples The three “lessons” in The Culture Code remind me of the three must-haves for motivation that Daniel Pink outlined in Drive. Pink identified purpose as one of the most effective motivators for people. Like Pink, Coyle sees purpose as one of the most effective motivators for teams. Team members need a shared sense of purpose to spark collaboration, build trust, and drive positive change. Norms– both articulated and unspoken expectations and rules that dictate how group members should behave in the organization (communication styles, dress codes, punctuality, work ethic, etc.).