Why culture problems are so often framed as “people problems”
Culture problems are sometimes described as being about “one or two bad apples”.
This framing is common, and it’s understandable.
This post is the second in a short blog series on 'culture repair'.
Leaders notice behaviour first. That’s where conflict shows up, where complaints arise, and where risk becomes visible.
Focusing on individuals feels concrete and actionable.
But when conflict or incivility keeps resurfacing, even after people have been managed, moved, or removed, it’s often a sign that something broader is at play.
Looking beyond individual behaviour
In teams where culture problems persist, I often notice patterns such as:
systems that subtly reward silence or compliance
inconsistent responses to behaviour over time
informal hierarchies and cliques shaping who feels safe
people prioritising self-protection over contribution
These dynamics don’t usually sit neatly on an organisational chart.
They develop gradually and influence how people adapt their behaviour to cope, belong, or avoid risk.
From this perspective, behaviour starts to look less like a personal flaw and more like a response to context.
Making sense of behaviour in context
In my experience, most people want to do a good job and have a good experience at work.
That doesn’t mean harm doesn’t occur.
But it does mean that behaviour is often more understandable when viewed within the system people are operating in.
When teams are characterised by fear, silence, or inconsistent leadership responses, people adjust. They speak less, protect themselves more, and rely on informal alliances to feel safe.
These adaptations can sustain the very culture organisations are trying to change.
Why removing individuals rarely repairs culture
When individuals are focused on without attention to the wider system, culture rarely improves in any meaningful way.
The same dynamics tend to re-emerge, often in slightly different forms or with different people involved.
This is why repeated cycles of “dealing with” individuals can leave leaders feeling frustrated and exhausted, without lasting change.
Culture repair requires attention to the system as well as the people within it.
Where change usually starts
Focusing solely on individuals rarely repairs culture.
Understanding the system people are responding to is usually where meaningful change begins.
In the next post in this series, I’ll explore how informal power and cliques shape team culture, and why these dynamics are so often overlooked despite their impact.
Previous posts in the series: 1. When culture doesn't change, despite best efforts
Nicole Williams is an occupational and coaching psychologist specialising in culture repair, team dynamics and psychologically safe workplaces.
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