This article sets out to demystify the three most important myths of behavioral and cultural governance by asking the (sometimes obvious) questions that you might expect a well-informed executive to readily be able to answer: What is culture – and what is it not? What does it do – and not do – and why? Can it be managed at all? Rather than blindly following the obviously well intended, but fairly ineffective, instrumental approach of contemporary governance frameworks in managing a “quality oriented culture”, this article calls for and provides concrete recommendations for a more realistic and sustainable organization ecological approach to governance of culture and behavior.
