For resolutions to become reality there needs to exist the rigorous resolve to do the right thing when it matters most. It matters most when no one is looking, or you feel least like doing what is needed.

In the compliance commitment adherence arena, rigorous resolve is rigorously reinforced by regulation, but does this tool alone create the full buy-in needed to have a positive committed compliance culture that all stakeholders can have full confidence in? To address this question, let’s first look at a construct matrix model of behavioural compliance, represented in figure 1, which maps and compares technical compliance competencies i.e., compliance aptitudes with tangible compliance competencies i.e., compliance attitudes. An aptitude/attitude mix.

This matrix maps both individual and organisational psychological approaches to constructing a commitment to a competent compliance culture; after all organisational culture is merely the sum of contributions of individual cultures. It is recognised that some individuals have more impact and are more influential than others in creating the overall trajectory of the communal culture.

These approaches map different dominant cultural situations and outline the appropriate interventions to consider for success in constructing a committed compliance culture that confidence can be placed in by all stakeholders. The situations are polarised for analysis purposes, as such, polarities are blended and diluted in real-life situations, yet it serves as a useful guide as to how a multi-dimensional approach needs to be taken to gain and sustain a progressive rather than a political compliance culture.

It is useful to define what is meant by technical competencies and tangible competencies at this stage and noting the respective scientifically established contributions of each in securing cultural transformation. Cultural transformation is never easy but the clear understanding of the ingredients and how to blend the mix will make it easier.

Extensive organisational psychology research has empirically concluded that technical competencies contribute about 33% to productivity effectiveness in the workplace and its culture. Whilst tangible competencies contribute to approximately 67% of productivity effectiveness in the workplace and dictate the nature of the culture that will be tonic or toxic. Technical competencies are most evidenced in CVs, yet the irony is that most recruitment interviews are devoted to technical competencies analysis rather than tangible competencies. Although the latter will make the greater contributions in creating a functional healthy workplace.

Technical proficiencies are already fully outlined in CVs. Technical competencies should be established pre-interview with a major part of enriched selection interviews dedicated to tangible competencies as these are proven to make the most important contributions to an effective and energetic healthy workplace. The aptitude over attitude interviews prevails simply because they are easier to conduct but ignores the longstanding fact that it’s easier to do an ‘aptitude adjustment’ than an ‘attitude adjustment’. This outdated approach is the major contributor as to why poor, if not toxic, cultures prevail in highly technical organisations. Compliance regimes normally exist in such technical environments thus making its healthy adoption complex and challenging. In constructing a committed compliance culture, this matrix model matches aptitude and attitude into four main behavioural categories, termed as JDE Syndromes 1-4. Depending on which JDE Syndrome persists an implementation intervention is suggested to define the adjustments necessary to construct commitment to a competent compliance culture.