Organisational culture, here, is understood as a solution to the question of how organisations cultivate expectations in such a way that, because of their self-evident nature, they are not exposed to constant approval or rejection. Like all social systems, organisations need a certain self-evident nature, because, otherwise, they would be overwhelmed with the necessity to make decisions and the self-evidence enables members to feel belonging and to cultivate habits. Just imagine you would not know how to dress for work, because every day it would be redefined.
Organisational culture is not discussed, not deliberately brought forward, not decided and it is, therefore, informal and, furthermore, to a large extent, not even changeable by decisions. “It arises as if by itself” (Luhmann).
Thus, the use of this concept distinguishes itself from forms in which a distinction is made between good and poor culture. Here, it is descriptive and not used normatively. At the same time, with this version it is already clear from the outset what stability lies in organisational culture, what multi-faceted forces preside here, and that culture, initially, has no direct relationship to the goals and purposes of the organisation. Therefore, whether an organisational culture is functional or dysfunctional with regard to current challenges or problems, must, in the event, be specifically examined and reflected upon. Only, one must be clear: when an organisational culture is to be discussed, it is in danger of losing its self-evident nature, which has, so far, made it effective! A paradox is created, which is frequently given too little regard and expresses itself in complaints about the inflexibility of organisations.