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Dominant culture within an organization typically demonstrates the core value and/or the vision of the operation (Baack, 2012).  Baack (2012) states that a strong dominant culture is not necessarily a bad thing, but can highlight the majority values of that organization.  As a dominant culture presides as the face of an organization, a subculture, of a group slightly differentiated from the norm, can appear. As Baack (2012) states this is also not a bad thing. 

The dominant culture that exists within my aviation-based organization is one of “cookie-cutter” tactics.  That being said, the majority of the training employees will duplicate and replicate exactly what the Federal Aviation Administration (FAA) has laid out.  There does exist a subculture within our training employees that see fit to always try and “out-think” what has been laid in front of them for a plan of action.  Some would look at this culturally and say that these individuals are being unruly or are bucking the system. I chose to look at this as an opportunity to look at a situation through someone else’s perspective.  So many times, an individual from this subculture, has found a flaw or a more efficient way of completing a task that we would have never identified if they had not been in that subset mentality.  As a general rule I never dismiss an idea from the less dominant group and without being a pessimist I always try to look at anything that comes from that group as a blessing and I treat it as such.  These individuals realize that they are not the dominant group and if we treat their ideas and feelings with respect I have found that as a general rule, they have been more productive and easier to communicate with.

Reference:

Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu