Cultures influence behavior through a variety of social mechanisms called cultural touch points. Below is an explanation of ten broad and overlapping categories of touch points. These touch points are embedded in formal programs, policies and procedures such as corporate annual reports and smoking policies. They are also embedded into the informal life of the culture such as the talk at the water cooler. Left unmodified, touch points often act as barriers to project success. Managing cultural touch points is a primary responsibility of all organizational leaders. Your challenge is to adjust these cultural influences to more fully support desired behavior.

(1)   Resource Commitment includes the allocation of time, money and space. A culture influences behavior by giving people the wherewithal to do that behavior. The quality, location and upkeep of such resources help to reduce barriers and make the health behavior more enjoyable. Informal commitments of resources may or may not correspond to an organizational policy. For example, it may be policy to allow flexible work schedules to accommodate exercise, but the policy will be of little benefit if no one is available to cover for such work absences. You can help see to it that the right resources are available to fully support desired behavior.

(2)   Modeling is exhibited by formal leaders (e.g., CEO) and by informal peer leaders. In addition to changing their own behavior, leaders can help to establish peer role models. You can, for example, increase the visibility of good role models or to vary the types of role models (e.g., gender, age, achievement). People can learn directly from peer models and they can be inspired by distant role models (e.g., Lance Armstrong).

(3)   Rewards and Recognition include pay scale and a variety of other ways the culture acknowledges desired behavior. Often desired behavior goes unacknowledged. You can find ways to reward and recognize positive behavior. For example, sometimes unhealthy practices (e.g., workaholic behavior) are mistakenly rewarded through promotions. You can find ways to reduce or eliminate such counterproductive rewards. You can determine the best way to honor desired behavior. Sometimes the best rewards take the form of encouragement, whereas in other cultures a good reward must come in the form of a check.

(4)   Confrontation and Discouragement are the flip sides of rewards and recognition. It is often the case that positive practices are confronted or discouraged. For example, someone might call an exerciser a "health nut." You could attempt to reduce this influence. It may also be the case that counterproductive practices need to be confronted or discouraged. Drinking alcohol before a shift might be an example of such a practice. You can play a role in confronting such undesirable behavior.

(5)   Recruitment and Selection includes not only who is pursued to fill a job but also the impression made to job candidates. The interview process, the tour that is given and the job offer help define the culture. Openness to desired behavior may be factors in the recruitment and selection process. In the case of a health promotion initiative, an organization can establish a reputation for being a healthy place to work.

(6)   Orientation is the sum total of early job experiences. Some organizations have a formal orientation that includes videos, workshops, manuals and job shadowing by an experienced employee. Unfortunately, many orientations have more of a "sink or swim" approach and some companies assign the least capable and most available person for the shadowing assignment. Orientation also occurs after work and during breaks when coworkers explain how the organization “really” functions. Unintended messages are embedded in the content of formal orientation programs. After many orientation workshops, for example, new hires might get the unintended impression that sick time and illness are expected and natural parts of employment. You can change the informal and formal orientation experiences so that they promote desired behavior.

(7)  Training is a formal and an informal practice. Some formal training is specific to project goals (e.g., a yoga class in a stress reduction initiative). Although many organizations offer formal training, informal or on-the-job training is probably the most prevalent. For example, cooking techniques may be passed around the lunch table on an informal basis. You can integrate training to support desired behavior within the formal and informal training now in place. It may also be appropriate to introduce new training specific to your behavioral goals.

(8)   Communication Systems include written, verbal and nonverbal information about behavior. For example, do conversations include discussions of desired activities? Are your employees aware of resources and policies that support desired behavior? How is appropriate behavior measured and are findings shared? Are your goals mentioned in the mission statement, annual report, newsletters, websites and other corporate communications? You must work to keep people informed and tuned in.

(9)   Relationship Development includes how people form friendships, collaborations and teams. For example, do people form their friendships around desirable activities? In some leadership circles, a round of golf affords opportunities to plan future collaborations. In another, less healthful subculture, people establish their friendships in the smoking area. You must work to make desired activities appropriate venues for friendship and professional partnership.

(10) Rites, Symbols and Rituals are events and activities that carry special meaning. For example, company sponsorship of athletic events may have symbolic importance. Designated parking places for VIPs also carry cultural messages. The location and availability of facilities also offers a symbolic message. The coffee break and even the choice of eligible business holidays say a lot about the culture. You can adjust rites, symbols and rituals so that they support desired behavior. For example, it may become a ritual to join in a simple stretching routine at the start of each work shift or at the beginning of meetings.

Each touch point offers opportunities for cultural change. Some of the decision-making authority for cultural touch points resides within the human resources or personnel functions of an organization. However, managing these cultural touch points is the primary responsibility of all organizational leaders. Consider the following tips when thinking about changing cultural touch points.