natureOffice Journal
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Work & Culture
06/11/2026
7 min read
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Thoughts of
natureOffice Editorial Team
Corporate culture reveals itself where people listen to one another, take responsibility, and work together to find solutions.
In this post
What happens when someone says: "I just can't manage this right now"?
Sustainability doesn't just start with the report
Good collaboration takes diverse people
About decisions that don't always appear in a sustainability report – yet still say a lot about how a company understands responsibility.
Is a solution sought together? Or does the person think twice next time before speaking up?
It's questions like these that reveal how a company truly works. Not on the website. Not in the mission statement. But on an ordinary Tuesday.
At natureOffice, we talk a lot about responsibility. About CO₂ data, climate targets, and how companies can better understand their environmental impact. That is important. At the same time, we believe being a responsible company also means how it treats the people who work there.
How are decisions made? How do we talk to each other when something goes wrong? And what happens when differing opinions clash?
Company culture
When companies talk about sustainability, it is often about energy consumption, emissions, supply chains, and key metrics. These are important topics. Data helps make impacts visible and monitor progress.
However, it does not tell the whole story of a company.
Of course, working conditions and social issues can also be captured and reported. But a number alone does not show whether someone can ask a difficult question without being looked at sideways. Whether a mistake is addressed early on. Or whether commitments are taken seriously.
These things emerge in everyday life. In conversations, decisions, and sometimes in those moments when things get uncomfortable.
In 2026, the Harvard Business Review presented a study examining a seemingly minor detail: interruptions in meetings. The idea behind it is interesting: corporate culture is also reflected in who gets a chance to speak, who is listened to, and how people react to one another.
That sounds unspectacular. Perhaps for that very reason, it is worth taking a closer look.
Everyday responsibility
Responsibility is a big word. In everyday working life, it often becomes very concrete.
For instance, when a colleague realises that she will not be able to finish an agreed task on time. She can wait and hope that it will somehow still work out. Or she can let others know early on, so that a solution can be found together.
That requires both: the courage to speak up – and an environment where that is possible.
Or a customer asks a question to which there is no simple answer. It might then be tempting to quickly make a promise. It is more responsible to state honestly what we know, what is still open, and when we will be back in touch.
These are not spectacular decisions. But they shape whether people can trust one another.
The next question
At natureOffice, we asked ourselves what matters most to us when working together. The result is our workplace promise.
It does not list any special character traits that everyone has to bring along. Nor does it claim that everything always runs smoothly here.
It is about five things we aim to guide ourselves by in everyday work:
Treating each other decently. Respectfully, as equals and without playing games.
Saying it like it is. Speaking up openly when something is unclear, not working or getting too much.
Keeping our word. And letting others know early on if we cannot keep a commitment.
Thinking ahead. Not just ticking off a task, but keeping the outcome and the people around us in mind.
Tackling things together. Helping one another and looking for solutions that work in everyday practice.
Much of this sounds like common sense. We think so too. The real question is whether it also holds up when calendars are packed, a project is under pressure, or a conversation gets uncomfortable.
Corporate Rebels describe exactly this point in an article about company values: values only become helpful when they are reflected in decisions and everyday behaviour.
That is why the workplace promise is not a finished picture of how we have always been. It is a shared compass – and something we can hold ourselves accountable to.
What kind of company do we want to be?
One that does good work and can be relied upon.
One where people can speak their minds, ask questions, and be allowed to need support.
One that takes responsibility for its impact – externally and internally.
And one that does not need to claim it already gets everything right.
Because perhaps taking responsibility also means taking a closer look time and again: What is working? Where are we taking the easy way out? And what can we do better next time?
That is what we want to keep talking about. And working on.
Further reading
Amy C. Edmondson: Psychological Safety and Learning Behavior in Work Teams – on the conditions under which people can speak openly and ask questions.
Asana: How to Define Your Core Company Values – how values become concrete and tangible in everyday work.
Asana: Decision-making process – how teams can prepare and make decisions in a structured way.
Arrange orientation
A quick question in the meantime
01
How are decisions made?
02
How do we speak to each other when something goes wrong?
03
What happens when different opinions collide?
04
Can people ask questions without getting funny looks?
Collaboration
When people talk about corporate culture, it sometimes sounds as though everyone needs to be similar: equally enthusiastic, equally communicative, equally convinced.
We see things differently.
People bring different experiences, personalities, and perspectives to the table. Some think out loud, while others prefer to reflect in peace first. Some are quick to ask questions, whereas others spot connections that nobody else notices at first.
This does not need to be standardised.
What we need is a shared understanding of how we interact with one another. Differing opinions are part of that. Treating each other with respect is just as essential.
It is precisely when we disagree that it becomes clear whether we are truly listening to one another. And whether we want to make something better together – or are mainly interested in being right.
Trust requires clarity
For years, the Corporate Rebels have been exploring the question of how companies can design work differently. One thought runs through many of their examples: people should be able to take on responsibility and make decisions. To do this, they need trust and direction.
We find that makes complete sense. Because anyone who is expected to contribute their ideas needs to know what really matters. And anyone taking on responsibility should also be able to speak up when something is unclear or support is needed.
For us, trust therefore does not mean that everyone has to solve everything on their own. It also means being able to rely on one another: asking questions, sharing information, and seeking help when it is required.
This applies particularly in a company like natureOffice. We have been working remotely for many years and have a four-day week. Both offer freedom and flexibility. At the same time, we have to make a conscious effort regarding how we coordinate, share knowledge, and remain accessible to each other.
A good way of working does not simply emerge because you decide upon it. It has to function in everyday practice – and be continually adapted.