About Concrete Logic

Decades of working with a broad range of cross-functional design and other technology-related teams

After decades of working with a broad range of cross-functional design and other technology-related teams, in various workplace environments across the country and around the world, it felt like I just had to solve the mystery – what made some workgroups so dysfunctional, while others were remarkably productive and everyone really enjoyed working together? Even more puzzling, why were there so many bad bosses? Almost all of us have had one, or know someone who even quit their job to get away from a manager they couldn’t stand.

Stanford management classes, with their emphasis on organizational culture, provided a lot of clues but none of the models worked for every situation or environment. So, I spent years analyzing everything from the cultures of early civilizations to contemporary societies, comprehensive models and specific concepts like schizogenesis (the process through which groups evolve their own identities and cultural norms to differentiate themselves from each other), drilling down to the lowest common denominators. I also studied popular frameworks for values, strengths, personality traits, belief systems, moral foundations, motivators, and more. In the end, I deconstructed Hofstede’s seminal Theory of Cultural Dimensions, overlaid HEXACO-PI-R (Personality Inventory-Revised) Scales, and sprinkled in some Schwartz Universal Values, before applying a career’s worth of practical experience to develop the CultureSet™ Values Matrix.
incompatible cultural values that can cause the workplace dysfunction I’ve witnessed and most of us have experienced all too often. Happier and more productive workplaces