1. Communication is indirect.
People don't talk to one another face to face. A third party may be asked to deliver the message but instructed not to reveal the sender's identity.

2. Conflicts are not stated openly.
Differences between coworkers remain hidden from the collective view. People keep track of things that upset others and make sure not to bring them up during meetings.

3. Secrets are used to build alliances.
Individuals with confidential or privileged information disclose it to a chosen few. In return, confidants are expected to share any private tidbits that come their way. 

4. Gossip is used to excite and titillate.
The mean spirited passing of false accusations and malicious hearsay harms innocent people. Reputations are damaged, credibility is lost and employee morale suffers.

5. Corporate memory is lost or forgotten.
People can’t recall who agreed to what. Programs get started, then stop without explanation. Problems thought to be resolved resurface. Some work is duplicated while similar projects are forgotten or ignored.

6. Requests for policy clarification are ignored.
Written requests for policy guidance are never answered. Direct questions about policy implementation are met with hostility of defensiveness, but no answer.

7. The open expression of true feelings is absent.
People are uncomfortable about expressing how they really feel. Even when they strongly oppose the prevailing viewpoint, folks nod and give their tacit approval.

8. The search for the cause of a problem is personalized.
The key concern is who made the mistake rather than how do we fix what went wrong. People spend more time covering their tracks than looking for answers.

9. People look for direction on how to act and react.
People wait to be told what to do because going ahead on their own is too risky. They've learned that even when they're told, “It's up to you”—it isn't. People read body language looking for hidden agendas.

10. Friendship between professional colleagues is lacking.
Folks who work together don't seem to know much about one another. Opportunities for social interaction are rare and not well attended. Misunderstandings, mistrust, and miscommunication are taken for granted.

11. Complex procedures are initiated by memorandum.
Planning schedules are rarely followed. When challenged to provide detailed guidelines, project directors apologize for the lack of specifics and promise to provide the relevant information, as it becomes available.

12. Meetings have long agendas and end up going in circles.
New business is added after the agenda is published or just before the meeting starts. Meetings sometimes run so long that people will agree to anything just to get out of there.

13. Inconsistent application of procedures is not challenged.
Chaos and confusion follow the introduction of a new policy. Directives are followed by some but not by others, resulting in different outcomes. When changes are introduced, folks sit quietly without comment.

14. Mundane announcements are given more time at meetings.
An analysis of the van pool ridership for the past three years tops the agenda. The instructions for completing a survey of photocopy needs are covered in detail. Nothing of substance is discussed.

15. Promises of better times ahead seduce people into a status quo.
An unexpected rash of resignations is shrugged off as knee-jerk reaction to a temporary downturn. The long-term growth projections are unrealistic, but most people accept the numbers.

16. Dualistic (us or them) thinking creates conflict and sets up sides.
When opposing viewpoints points surface, people are forced to take a stand. Group leaders use veiled threats to ensure allegiance “Don't forget whose boss, and It's my way or the highway are two examples.

17. Perfectionism creates an atmosphere of intolerance for mistakes.
No matter how hard people work or how good they get, they're expected to do better. Criticism prevails; praise and recognition are nonexistent. Employees are disciplined or demoted for minor infractions.

18. Judgments are made about people and things being good or bad.
Personality is a critical factor in determining who gets along with whom. A good employee is one who gets along well with coworkers and doesn't upset the boss.  Job performance doesn't seem to matter.

19. Isolation by management keeps them from seeing what's happening.

Employees feel that management is out of touch and has no idea of what's going on. Long-standing personnel problems never get resolved. Complaints and concerns fall on deaf ears.

20. Management isolation is used as the basis of decision-making by cliques.
Like-minded people form small groups and set their own agendas. Groups compete for scarce resources and purposely withhold information from one another.