The Hidden Friction Between People and Systems

The Real Challenge 

Most culture problems are not caused by people, they are caused by systems. Leaders often try to fix behaviours without addressing the processes, structures, or expectations shaping those behaviours. Feedback loops, communication systems, accountability processes, and decision rights are often outdated or inconsistent. As a result, even well-intentioned leaders and teams find themselves working against the grain. McLean’s research shows HR is least effective in the competency of data and technology skills (McLean & Company, HR Trends 2025 Preview), which further complicates system alignment.

The Consequence 

When systems don’t match values, employees experience cognitive friction. They hear messages about collaboration, trust, and empowerment but face approval processes, communication pathways, or incentives that reward the opposite. The result is confusion, frustration, and disengagement. Over time, this misalignment fragments culture, undermines trust, and limits organizational growth. McKinsey’s team effectiveness research reinforces that execution, renewal, and role clarity directly influence performance. When systems are misaligned, these behaviours become nearly impossible to sustain.

A New Way to See It 

"Culture is the by-product of the dynamics between people and people, and, people and systems" Nicki Straza

Culture is not just how people treat each other, it is how people interact with systems. Clear processes support clarity. Accessible communication tools support connection. Fair accountability systems support consistency. Leaders who pay attention to the relationship between people and systems are better equipped to build cultures where employees can thrive. When systems reinforce the values leaders champion, behaviours shift faster and more sustainably.

A Practical First Step 

Choose one system to examine through a cultural lens: E.g. feedback, onboarding, recognition, or decision making. Ask: “What behaviours does this system reward? What behaviours does it unintentionally discourage?” This reflection often reveals the most important culture improvements leaders can make.