Tag: Organizational Culture

An institution does not have to collapse to lose itself. It can keep its name, buildings, leaders, members, and mission statement. It can even become more visible and powerful.

The loss occurs when its people stop looking to the institution to decide what its own values require. A church can preach forgiveness while a political tribe defines who deserves it. A company can celebrate quality while its incentives teach that speed is what matters. A university can defend inquiry while status rewards only safe conclusions.

When the stated value conflicts with the system that supplies attention, belonging, reward, and threat, the mission statement is rarely the deciding force.

That is the leadership problem I kept returning to after my conversation with Jonathan Rauch for The Unfolding Thought Podcast. Rauch’s recent book, Cross Purposes: Christianity’s Broken Bargain with Democracy, is explicitly about Christianity and American democracy. It is also a case study in how an institution can remain recognizable after an outside system has begun defining what its values mean.

A lifelong atheist reverses course

Rauch is not a Christian arguing that Americans should return to church. He is a gay, Jewish atheist who once expected declining religious influence to reduce dogmatism and social conflict.

In 2003, he wrote approvingly about what he called “apatheism,” a growing indifference toward religion. He expected less religious conviction to produce less dogmatism.

He now calls that one of the dumbest things he ever wrote.

The need for identity, meaning, moral certainty, community, and transcendence did not disappear as institutional religion weakened. Rauch believes much of that energy migrated into politics. To understand why that migration is so consequential, we have to distinguish the levels at which religion and politics ordinarily operate.

Politics is primarily an effort to order the world we inhabit. It concerns laws, institutions, resources, power, and choices whose consequences we can observe, debate, and experience. Religion is concerned first with questions that cannot be settled with certainty through ordinary evidence: why we are here, what ultimately matters, what makes a life good, what we owe one another, and whether reality contains purposes beyond us. Those answers have to be held, at least partly, through faith.

In that sense, religion sits beneath politics as a foundation, while politics operates above it as an application. “Higher” does not mean more important. It means closer to visible collective action. Our answers to ultimate questions constrain which political goals feel permissible, which compromises feel moral, and which uses of power feel legitimate.

Religion does not need laws or police power to exert that influence. If a person believes that “thou shalt not kill” expresses an ultimate moral obligation, the belief itself constrains behavior. Families, congregations, and cultures can reinforce the standard long before the state becomes involved. When enough people share such a belief, politics often translates it into law, establishing an expectation that applies even to people who do not share the faith.

This does not mean every religious rule is good, correct, or worthy of becoming law. It means belief systems shape the boundaries within which politics operates. A legislature can govern a religious institution’s conduct. It cannot make someone believe, and it cannot vote ultimate meaning into existence.

Religion exerts that influence through story, ritual, repetition, family, community, prohibitions, and ideals. A religious tradition embeds moral meaning beneath conscious argument. It teaches people what feels sacred, shameful, natural, and right, even when they cannot explain every step in the reasoning. That cultural and social learning, accumulated over generations, is difficult to reproduce when the formal belief system is removed.

When religion weakens, the needs it served remain. For many people, politics begins doing two jobs: ordering common life while also supplying identity, belonging, transcendence, and moral certainty. But politics is a product of the world it is trying to govern. It can make rules, distribute resources, and allocate power. It cannot adequately answer questions about what lies beyond that world.

Contingent political judgments then begin hardening into articles of faith. Disagreement feels like a battle over reality. Compromise becomes moral surrender. Opponents become enemies of the good rather than citizens with a different judgment.

Rauch’s reversal is that politics does not simply become more important after religion weakens. It begins filling the role of religion without necessarily possessing the practices longstanding religious traditions developed to restrain fear, pride, vengeance, and tribal certainty. It can inherit religious intensity without inheriting humility, forgiveness, self-examination, and coexistence.

What remains can still look religious even as politics increasingly supplies its meaning. Rauch’s framework helps explain how.

In Cross Purposes, Rauch describes three broad forms of Christianity. “Thin” Christianity has become too indistinct to inspire or form people. “Sharp” Christianity replaces spiritual distinctiveness with fear, partisan identity, and political combat. “Thick” Christianity remains demanding and recognizable while developing enough confidence in itself to coexist with people who believe differently.

Rauch applies that framework to several Christian traditions. He criticizes portions of mainline Christianity for becoming difficult to distinguish from secular progressivism, and portions of white evangelical Christianity for becoming difficult to distinguish from Republican politics. His point is not simply that one party corrupted a church. It is that institutions can import an outside politics from either direction and then mistake that politics for their own mission.

Do the standards move?

None of this means a religious institution has been captured whenever its members enter politics, support a party, or vote for a flawed candidate. Politics forces choices among imperfect options. People can make policy tradeoffs without adopting a politician’s character or allowing a party to define their faith.

A vote is an outcome, not proof of formation. Institutional formation becomes visible when the standards used to interpret the vote begin moving with the coalition. The question is not simply whom people support. It is whether the outside system starts deciding what their own tradition means.

Support for Donald Trump among white evangelical Protestants illustrates why the distinction matters. In a 2020 Pew Research Center survey, 80 percent said he fought for what they believed in, yet only 15 percent said “morally upstanding” described him very well and just 31 percent liked how he conducted himself apart from his positions. A 2016 study by political scientist Michele Margolis found that white evangelical Republicans who affirmed more core evangelical beliefs were less likely to prefer Trump during the Republican primary but more likely to support him once he became the nominee. Both findings are consistent with political tradeoffs. Neither, by itself, proves institutional capture.

The more revealing evidence concerns moral standards. In 2011, 30 percent of white evangelical Protestants told the Public Religion Research Institute that an elected official who behaves immorally in private can still behave ethically in public office. In 2016, the figure reached 72 percent. But PRRI’s comparisons over time also show Republicans, white mainline Protestants, white Catholics, and Democrats shifting with political circumstances. The pattern is not unique to one faith or party. People across groups can revise standards around a favored coalition.

Identity can move with the coalition too. A Pew panel study followed the same respondents from 2016 to 2020. Among white adults who did not initially identify as born-again or evangelical, 16 percent of those expressing a warm view of Trump adopted the evangelical label by 2020, compared with 1 percent of those with consistently cold or neutral views. That does not prove insincerity. It shows political and religious identity moving closely enough together that we should ask which was defining the other.

That question also complicates what surveys mean by “Christian.” Identity, belief, practice, and participation are not the same. A 2021 study published in Sociological Forum found that Christian nationalism was significantly associated with support for Trump among voters who did not attend religious services, but not among churchgoing voters. The study does not establish that nonattenders are insincere or churchgoers more virtuous. It shows that Christian-nationalist ideas can exert political force even when detached from the institution and practices that might otherwise shape what the identity means.

This is where Rauch’s distinction between Thin and Thick Christianity becomes especially useful. If we say “Christian” when we mean anyone who accepts the label, we may be combining people formed by regular worship, communal accountability, and demanding moral commitments with people for whom Christianity functions mainly as a cultural or political identity. Christianity can become thinner even while the number of people claiming the identity remains substantial.

Taken together, these studies do not prove that politics replaced religion. They show what leaders should examine. When moral standards and group labels begin tracking an external alliance, which institution is defining which? My reading of Rauch is that this does not arise from an inherent flaw in Christianity. It arises when people who claim a faith become less bound by its central moral precepts than by political identity. For some people claiming a white evangelical identity, religion can supply the label while politics exerts more force over judgment and behavior. The identity survives after the formative discipline weakens.

Why the outside system wins

But why does an outside system gain formative authority in the first place?

Because the systems competing to form us do not receive equal time or reach us with equal frequency. The institutions and media that occupy most of our time, repeat their interpretations most often, and tie those interpretations to belonging and status will exert the greatest influence. A value heard for an hour or two each week has little chance against a worldview reinforced every day.

Some of the most important passages in Cross Purposes come from pastors who believed they had lost authority inside their own churches.

One estimated that a church might have a congregant’s attention for two hours each week while political television had the same person for twelve. Others told Rauch that members arrived already formed by political media and then evaluated sermons, pastors, and other Christians according to that political worldview.

By the time people arrived at church, they were not waiting for a pastor to explain how to see the world. Many arrived with a political worldview already in place and used it to judge the church.

Experiments with partisan news support this mechanism. In one randomized experiment, regular Fox News viewers who were paid to watch CNN for a month changed what they knew and considered important on subjects CNN covered. Many of those effects receded after they returned to their normal viewing. Another field experiment found that exposure to partisan news changed consumption and immediate knowledge even when most policy positions and partisan attitudes remained stable.

Repetition does not instantly erase every prior belief. It decides which facts and interpretations are most available, most familiar, and most likely to frame the next judgment.

Organizations often behave as though communicating a value is the same thing as forming people around it. Write the value on a wall. Put it in onboarding. Ask the CEO to mention it at the annual meeting. Assume the culture will follow.

Culture does not work that way.

Research on organizational climate and culture describes culture as the assumptions and values that guide organizational life, while climate consists of the meanings people attach to their repeated experiences. People learn what matters by watching decisions, exceptions, rewards, punishments, promotions, and the behavior that produces status.

Steven Kerr made the same point more bluntly in his classic 1975 paper, “On the Folly of Rewarding A, While Hoping for B”. Organizations routinely say they want one behavior while rewarding another. People notice what actually pays off.

A company says quality comes first but pays bonuses based only on volume. It gets volume.

A leadership team says it wants candor but punishes the person who raises an inconvenient concern. It gets silence.

A business says customers come first but protects a high-performing salesperson who repeatedly harms customer relationships. It teaches everyone that revenue comes first and customers come second.

Rauch’s pastors describe the same conflict in church life: a church teaches humility, forgiveness, and love of enemies while partisan media can reward certainty, humiliation, fear, and victory. If the second system receives more attention, creates more belonging, and confers more status, repeating the stated values more loudly may have very little effect.

This is not primarily a communication problem. It is a competition between formative systems.

Leaders can see which system is winning by following attention, reward, threat, and the exceptions made when a stated value becomes costly.

The goal is not to isolate people from outside influence or give leaders control over private belief. Institutions need outside ideas and criticism, and they do not deserve deference merely because they are institutions. The danger is unrecognized capture. The test is whether an institution’s actual decisions give members a coherent basis for evaluating the competing systems trying to shape them.

When an institution wants to know which system is actually forming its members, it should look at the moments when following its stated values imposes a cost. That is where the ability to lose becomes decisive.

Why the ability to lose matters

Politics becomes especially dangerous when it begins doing the work of religion. In ordinary democratic politics, elections are part of an ebb and flow of shared power. One coalition governs for a time. Another loses, remains legitimate, and has a chance to persuade voters and govern later. Defeat can be consequential without becoming an answer to ultimate questions.

Once politics is asked to supply identity, meaning, transcendence, and moral certainty, an election no longer feels like a temporary decision about who governs. It feels like a battle for the country’s soul. If one side represents salvation and the other evil, perhaps even Jesus and Satan, accepting defeat does not feel like restraint or power sharing. It feels like allowing evil to triumph.

The structure is the same regardless of which party casts itself as the defender of good. Opponents stop being citizens who judge policies differently and become evidence of corruption. Political affiliation becomes a proxy for moral worth. Friendship across political lines gets harder because the disagreement appears to reach all the way down to what kind of person someone is.

Values are easiest to honor when they cost nothing. The revealing moment comes when honesty threatens the sale, quality threatens the schedule, fairness threatens an ally, or restraint threatens a political victory. If the same value repeatedly disappears under pressure, the organization may not have a value. It may have a preference that survives only when the surrounding system permits it.

If losing means annihilation, domination begins to look like self-defense.

Political scientists use the phrase “losers’ consent” to describe the willingness of people who lose an election to continue accepting the legitimacy of the democratic system. It is not an instruction to accept a fraudulent or unfair result. Research suggests that consent is sustainable when the route back to power remains genuinely open. James Fearon’s model of self-enforcing democracy makes that logic explicit; studies have found that alternations of power can narrow the legitimacy gap between winners and losers and that people are more likely to accept outcomes when elections are free and fair. This also places obligations on winners. Research on mutual forbearance describes why democratic competitors sometimes refrain from exploiting every legal advantage when doing so would make future competition less credible. Repeated losses can reduce trust, while affective polarization can deepen the divide between winners and losers. Across these findings, the practical requirement is the same: procedures must be fair and the possibility of participating meaningfully tomorrow must remain believable.

The same principle applies inside an organization. People can accept a rejected proposal, a missed promotion, or a strategic decision they opposed if they believe the process was fair, dissent has not destroyed their future, and the next decision has not already been rigged against them. Healthy institutions do not prevent people from losing. They preserve a path by which people can lose, remain legitimate participants, and try again.

Rauch argues that the Christian teachings he summarizes as “do not be afraid,” respect the equal dignity of every person, and forgive rather than destroy opponents can help make political loss survivable. A reader does not need to accept the theology to see the institutional function. Groups that can tolerate uncertainty, preserve the standing of dissenters, and remain bound by their commitments when they lose are less likely to treat every decision as an existential war.

A tradition that teaches people how to lose without abandoning conviction can keep politics from becoming a religion. When that formative work weakens, politics absorbs religious intensity and every contest begins to feel ultimate.

Conviction without domination

Can an institution retain strong convictions, accept limits on its power, and coexist with people who reject its beliefs?

Rauch’s constructive counterexample comes from the Church of Jesus Christ of Latter-day Saints and its negotiations with LGBTQ advocates.

In 2015, church representatives, Republican and Democratic legislators, Equality Utah, the ACLU of Utah, and other faith communities supported Utah Senate Bill 296. It extended employment and housing protections to LGBTQ Utahns while defining protections for religious institutions. The participants did not resolve their disagreement about marriage or sexuality. They identified protections they could enact together while continuing to disagree. The compromise was not a universal template: it omitted public-accommodations protections, and the ACLU criticized its unusually broad exemptions.

The relationships built through that process supported later collaboration. Rauch treats the federal Respect for Marriage Act as another application of the same approach: protect same-sex marriages while preserving specified religious-liberty protections. Both the ACLU and the U.S. Conference of Catholic Bishops argued that important protections remained incomplete, though for different reasons. Compromise did not require anyone to pretend the disagreement was unimportant.

Rauch connects the church’s approach to its theology of moral agency. His interpretation is that protecting another person’s meaningful ability to choose can be a religious obligation even when the person makes a choice the church considers wrong. That gives compromise a foundation inside the institution’s own identity instead of treating it as reluctant surrender to secular pressure.

Compromise is not automatically virtuous. Some proposed compromises preserve injustice, ask only the vulnerable party to concede, or weaken rights that should not depend on negotiation. The example supports something narrower and more useful:

Confidence in an identity may make negotiation easier. A brittle institution experiences disagreement as erasure. A more secure institution can distinguish changing a law, losing a vote, or accommodating a neighbor from surrendering its reason for existing. The pattern leaders should look for is not weak identity, but strong identity capable of surviving constraint, disagreement, compromise, and loss.

What leaders should examine

The leadership lesson from Rauch’s case is not that organizations should become less political, more religious, or more ideologically neutral. Organizations have different purposes. A civil-rights group should advocate. A church should teach a faith. A political party should seek political power. A business should make choices about customers, employees, investment, and risk.

Every institution should understand what is actually shaping its members’ judgment about the mission.

Leaders can begin with five questions.

1. Who receives enough attention to define reality?
   

   Your annual values presentation is competing with compensation plans, customer demands, professional networks, social media, managers, coworkers, and daily experience. Which source has enough repetition and credibility to define what people believe is really happening?

   
   
2. What behavior produces status and reward?
   

   Ignore what the organization says it celebrates. Who gets promoted, protected, invited into important meetings, forgiven for mistakes, and trusted with resources? Those decisions teach the culture what success means.

   
   
3. Which commitments disappear under pressure?
   

   Every institution makes exceptions. Look for the direction of the exceptions. If quality is always sacrificed to speed, candor to harmony, or fairness to a high performer’s results, the exception may be the operating value.

   
   
4. Can someone disagree and still belong?
   

   Strong cultures need boundaries. They also need a way to distinguish disagreement from betrayal. When every dissenting idea becomes evidence that someone is not truly part of the group, leaders lose access to corrective information and members learn to conceal what they see.

   
   
5. Can the institution lose without abandoning itself?
   

   Can a leader lose an argument and continue supporting the team? Can a business lose an account without breaking its standards? Can a movement lose a fair vote and continue using legitimate procedures to contest the next one? Commitments that survive loss are more credible than commitments that appear only in victory speeches.

   
   

These questions do not prevent outside influence. They make the influence visible enough to evaluate.

The mission statement can survive after the mission is gone

It would be easy to dismiss Cross Purposes as an argument about Trump, white evangelicals, or the proper relationship between Christianity and democracy if you have not read it.

Rauch is examining what happens when an institution no longer gives its members a strong enough account of its own purpose to resist being redefined by another system.

The sequence matters. As the institution’s formative force weakens, another system begins defining reality for its members. Its standards start moving with that outside system. Loss begins to feel existential, domination becomes defensible, and obedience to the outside system is mistaken for fidelity to the mission.

That can happen from the political right or left. It can happen through donors, customers, algorithms, compensation plans, professional status, or fear. It can happen without anyone consciously deciding that the mission should change.

By the time leaders notice, the institution may still look much as it always did. The name remains. The meetings continue. The values are repeated. The organization may even be winning.

The test is not whether members can recite the institution’s values. It is whether those values still govern when another system offers more belonging, status, power, or protection from loss.

An institution does not lose itself only when it changes its mission statement. It can lose itself while repeating the statement more loudly than ever.

This essay draws on my conversation with Jonathan Rauch for The Unfolding Thought Podcast and his book, Cross Purposes: Christianity’s Broken Bargain with Democracy.