Workplace norms

The concept of social norms was first formalised by sociologist Émile Durkheim in the late 19th century. Later work by social psychologists like Muzafer Sherif and Solomon Asch showed how people conform to group expectations – even when they go against personal judgement.

In the workplace, norms are the unwritten rules that shape how people behave day to day. They’re often more powerful than any official policy or values statement.

Some examples of workplace norms:

• “You don’t challenge ideas in meetings.”
• “We respond to emails late at night.”
• “Being busy is seen as being valuable.”
• “It’s safer to say nothing than to get it wrong.”

Whether helpful or harmful, these norms guide how people interact, how safe they feel, and how decisions get made often without anyone stopping to question them.

How toxic workplace norms develop

Toxic norms don’t always come from bad intentions. They tend to evolve when teams are under pressure, leadership is inconsistent, or silence becomes the easiest option.

They’re reinforced when:

• Leaders avoid difficult conversations
• Overwork is praised
• Feedback is rare or unsafe
• Conflict is handled behind closed doors
• People who speak up get labelled as “difficult”

These behaviours become normalised and once embedded, even high performers will adjust to fit the culture.

How to shift towards positive norms

Changing culture starts with shifting the norms that hold it together.

Here’s how leaders can begin:

1. Name what’s been normalised

People need honesty before they’ll trust change.

If toxic norms have taken hold, acknowledge them – even if they weren’t intentional.

• “We’ve normalised silence in meetings.”
• “We’ve rewarded overwork.”
• “We’ve avoided hard feedback.”

Owning the pattern gives you permission to shift it.

2. Define what “good” looks like – together

Don’t just tell people what’s changing, involve them in shaping new norms.

Ask:

• What do we want to be true about how we work together?
• What behaviours build trust and clarity here?
• What should we reward or challenge more?

This makes change feel relevant and shared.

3. Reinforce through consistent behaviour

New norms don’t take hold because they’re written down. They take hold because they’re modelled and repeated.

Think:

• Leaders logging off on time
• Calling out great collaboration
• Encouraging challenge in meetings
• Admitting mistakes without shame

Small, visible shifts change what people believe is safe.

4. Align systems with new behaviours

If performance reviews, rewards, or recognition systems still reflect the old norms, change won’t stick.

Make sure your internal systems support the culture you say you’re building.

Norms are powerful because they’re often invisible. But once you see them, you can start shifting them.

At Zeal, we help organisations uncover the hidden norms shaping their culture – and support leaders to replace them with behaviour that builds trust, clarity and performance.

Want to explore how your team’s norms are helping or holding them back? Get in touch or check out our workplace assessments and team development programmes.