From inappropriate behaviour to respect:

culture change in a media organisation

A regional media organisation with around one hundred permanent staff and seventy freelancers struggled for years with inappropriate workplace behaviour. Although no formal complaints had been filed, a recent employee satisfaction survey revealed a worrying picture. Staff reported intimidation, harsh jokes and discriminatory language. Younger employees and newcomers in particular felt unsafe. For the management team, this was reason to commission a cultural diagnosis and start a change process.

The organisation’s culture had developed over time. In its early years, the company built a reputation for bold, provocative journalism. Informal and sometimes harsh interaction styles were seen as part of that identity. Later, the organisation went through a difficult financial period involving restructurings and redundancies. Many employees felt poorly supported during this process, which led to distrust towards management and a culture in which problematic behaviour was rarely challenged.

In practice this culture manifested itself in crude jokes about women, ethnicity and sexual orientation, angry outbursts under deadline pressure, and the “testing” of new colleagues through humiliating remarks. A particularly influential department with a strong internal status played an important role in maintaining these norms. While many employees regarded the banter as part of the workplace culture, others suffered from it but rarely spoke up.

The change process started with a cultural diagnosis based on interviews with employees and managers. The findings were discussed across the organisation, making it clear for the first time how many people had been affected by the prevailing behaviour. These conversations proved to be a turning point: employees who had previously remained silent gained a voice, and past incidents were brought into the open.

A range of interventions followed. Managers received leadership training and were evaluated through 360-degree feedback. Teams discussed together what constituted acceptable behaviour and where clear boundaries should be drawn. Confidential advisers were made more visible, team meetings were redesigned and regular one-to-one meetings were introduced. Recruitment practices were also adjusted so that new hires would better reflect the desired culture.

After eighteen months, employees report that the atmosphere has noticeably improved. Harsh jokes and verbal abuse have declined significantly, and managers intervene more quickly when incidents occur. The organisation has now entered a phase in which a new, safer subculture has emerged and can gradually spread throughout the organisation.