-pervasive (physical space, rituals -- both entire organizations and microcosms of it)
-shared (values, actions & it's (self)reinforcing)
-resilient and enduring; it's hard to change
-hard to define (as this conference has shown!)
-implicit
-decrease in decision making
-less enthusiasm and initiative
-conflict, higher turnover rate, poor business outcomes
-coming in late
-lacking background info for the full picture
-balancing priorities & cultures among offices (6 nationally)
-assessing strengths/weaknesses
-not knowing the other teams and how to form the best relationships
-Make culture part of the plan
-identify who owns it
-identify strengths and weaknesses and how the merging groups complement each other
-build an internal brand focused on the new merged environment, with members of both organizations
-! stress the positives !