Dr. Marcus Collins

It's identity, who we are, a shared way of seeing the world, and then a shared way of navigating the world, like a shared way of life, and then the way we express ourselves, a shared way of expression called cultural production. And the alchemy of those systems make up our culture.

It's identity, who we are, a shared way of seeing the world, and then a shared way of navigating the world, like a shared way of life, and then the way we express ourselves, a shared way of expression called cultural production. And the alchemy of those systems make up our culture.

It's identity, who we are, a shared way of seeing the world, and then a shared way of navigating the world, like a shared way of life, and then the way we express ourselves, a shared way of expression called cultural production. And the alchemy of those systems make up our culture.

And, you know, I try to prosecute this idea that our consumption behaviors and our behavioral adoption that happens in the marketplace out in the world is culturally mediated or culturally governed because of the way we culturally mediate. We mediate the world through our cultural lenses. And to your point, organizational culture... is the same system of conventions and expectations.

And, you know, I try to prosecute this idea that our consumption behaviors and our behavioral adoption that happens in the marketplace out in the world is culturally mediated or culturally governed because of the way we culturally mediate. We mediate the world through our cultural lenses. And to your point, organizational culture... is the same system of conventions and expectations.

And, you know, I try to prosecute this idea that our consumption behaviors and our behavioral adoption that happens in the marketplace out in the world is culturally mediated or culturally governed because of the way we culturally mediate. We mediate the world through our cultural lenses. And to your point, organizational culture... is the same system of conventions and expectations.

They're the same collection of cognitions and kinetics that govern how we act here. And the leadership may go, we have a great culture here. We do X, Y, and Z. And it's like, well, is that really what's true? Because while you're trying to get people to buy into sort of the policies you create, They are negotiating, constructing what people like them do. And we know this intuitively.

They're the same collection of cognitions and kinetics that govern how we act here. And the leadership may go, we have a great culture here. We do X, Y, and Z. And it's like, well, is that really what's true? Because while you're trying to get people to buy into sort of the policies you create, They are negotiating, constructing what people like them do. And we know this intuitively.

They're the same collection of cognitions and kinetics that govern how we act here. And the leadership may go, we have a great culture here. We do X, Y, and Z. And it's like, well, is that really what's true? Because while you're trying to get people to buy into sort of the policies you create, They are negotiating, constructing what people like them do. And we know this intuitively.

Like you start a new job. Hey, Mick, how do I do this thing over here? You go, well, you're supposed to do this, but this is how everybody does it. That's your culture. What everybody does. That's the culture. The leaders of the organization make rules. But it's the people who make culture.

Like you start a new job. Hey, Mick, how do I do this thing over here? You go, well, you're supposed to do this, but this is how everybody does it. That's your culture. What everybody does. That's the culture. The leaders of the organization make rules. But it's the people who make culture.

Like you start a new job. Hey, Mick, how do I do this thing over here? You go, well, you're supposed to do this, but this is how everybody does it. That's your culture. What everybody does. That's the culture. The leaders of the organization make rules. But it's the people who make culture.

And real leadership is, you know, we talk about it here at Ross, that leadership is the ability to influence without authority. And leadership is about influencing without authority. And what's the most influential force in human behavior? Culture.

And real leadership is, you know, we talk about it here at Ross, that leadership is the ability to influence without authority. And leadership is about influencing without authority. And what's the most influential force in human behavior? Culture.

And real leadership is, you know, we talk about it here at Ross, that leadership is the ability to influence without authority. And leadership is about influencing without authority. And what's the most influential force in human behavior? Culture.

So those who are able to contribute to, engage in, move the culture forward, those are the people who are most likely to influence people, to move people forward.

So those who are able to contribute to, engage in, move the culture forward, those are the people who are most likely to influence people, to move people forward.

So those who are able to contribute to, engage in, move the culture forward, those are the people who are most likely to influence people, to move people forward.

Well, we are social animals by nature, as Aristotle would say. We are built to be in community, are a social being. So if you believe evolution, evolution anthropologists will argue that the reason why we were able to evolve and to sustain as a species because we socialize, we cooperated. That is deep in our brainstem. And therefore, for us, trust and safety matter.

Well, we are social animals by nature, as Aristotle would say. We are built to be in community, are a social being. So if you believe evolution, evolution anthropologists will argue that the reason why we were able to evolve and to sustain as a species because we socialize, we cooperated. That is deep in our brainstem. And therefore, for us, trust and safety matter.