Introduction When companies fail, strategy is often blamed. Leaders analyze plans, market timing, competitors, or execution gaps. Rarely do they look inward at something far more powerful and far more fragile—organizational culture. Culture does not appear on dashboards or quarterly reports, yet it silently determines how people behave when no one is watching. It reveals itself in unspoken tension, declining engagement, unexpected resignations, and teams that stop caring. A weak culture rarely collapses overnight. It erodes slowly through small compromises that feel harmless at the time. One exception here, one ignored concern there, and soon distrust becomes normal. Employees may still show up, but they disengage emotionally long before they leave physically. Healthy company culture is not built through slogans or posters. It is built—and protected—through daily choices, especially when those choices are uncomfortable. Making Values Truly Non-Negotiable Every organization c...
Introduction An experiment was conducted in the 1970s to evaluate the effectiveness of routine preventive patrol. The experiment was designed to test whether increasing or decreasing the number of police patrol in a neighborhood would have any significant impact on crime rates, citizen fear of crime, and the public's satisfaction with the police department. Kansas City Preventive Patrol The experiment was conducted in three areas of Kansas City, Missouri, which were randomly assigned to one of three groups: proactive, reactive, or control. The proactive group had twice as many patrol cars as usual in their neighborhood, the reactive group had half as many patrol cars as usual, and the control group had no change in the number of patrols. The experiment ran for a year and was closely monitored. The results of the experiment were surprising. The researchers found that increasing or decreasing the amount of patrol did not have any significant impact on crime rates, citizen fear of cri...