cultural iceberg essay

What is an iceberg model of culture: Navigating the iceberg model of culture in 2024

The Iceberg Model of Culture, introduced by anthropologist Edward T. Hall, serves as a compelling framework for comprehending the layers of cultural elements that define a society. At its visible tip reside explicit elements such as language, customs, and rituals, which represent the observable aspects of culture.

However, it is the submerged layers that demand our attention – the implicit beliefs, values, norms, and unspoken communication patterns that operate beneath the surface.

In this blog, we unravel the depths of the Iceberg Model of Culture as we navigate the currents of diversity and intercultural dynamics in the evolving landscape of the 21st century.

What is an iceberg model of culture?

Analogous to an iceberg, it highlights both visible and hidden aspects of culture. The tip of the iceberg represents explicit elements like language, customs, and behaviors, observable on the surface.

However, the submerged portion symbolizes the implicit, encompassing beliefs, values, norms, and unspoken communication patterns that operate beneath the surface. This model emphasizes that while certain aspects of culture are readily apparent, a significant influence stems from the concealed, often subconscious layers.

It serves as a powerful tool for understanding the complexities of human interactions and intercultural dynamics, urging individuals to explore beyond the obvious and appreciate the nuanced layers that contribute to the rich tapestry of global diversity.

What are the layers of the iceberg model of culture?

The Iceberg Model of Culture is a metaphorical representation that helps to illustrate the various layers of culture, with the visible aspects above the waterline and the hidden aspects below.

1. Surface culture (Above the waterline):

• Visible Behaviors: These are the observable actions, gestures, rituals, and customs that people engage in on a daily basis. This includes the way people dress, the food they eat, their communication style, and other explicit behaviors.
• Artifacts: These are tangible elements of a culture that are easily noticeable, such as clothing, architecture, symbols, and technology . Artifacts often reflect the values, beliefs, and customs of a particular culture.
• Vision: Vision represents the long-term aspirations and goals of an organization within the surface culture. It is a forward-looking statement that articulates the desired future state and the overarching purpose that guides the organization's actions and decisions.
• Mission: Mission outlines the fundamental purpose and raison d'être of an organization within the surface culture. It defines the organization's scope, its primary objectives, and the ways it aims to contribute to the larger community or industry.
• Strategy: Strategy encompasses the planned actions and approaches an organization employs to achieve its objectives. It involves the allocation of resources, identification of key priorities, and the overall roadmap for success within the surface culture.
• Policies: Policies are the explicit guidelines and rules that govern the behavior and decision-making processes within an organization. They provide a framework for consistent and fair practices, contributing to a sense of order and predictability within the surface culture.
• External presentation: External presentation involves the public-facing image and representation of an organization. This includes branding, marketing, and the overall communication strategy that shapes how the organization is perceived by external stakeholders within the surface culture.
• Office environment: The office environment is the physical and cultural space where employees work and collaborate. It includes the layout, design, and atmosphere of the workspace, as well as the social dynamics and interactions that occur within the organization's physical boundaries within the surface culture.
• People: People are the lifeblood of any organization within the surface culture. The individuals who make up the workforce bring diverse skills, perspectives, and experiences to the table.

Surface culture represents what is readily visible to an outsider, but it only scratches the surface of a culture's complexity.

2. Hidden culture (Below the waterline):

• Values: Values are the underlying beliefs and principles that guide a culture. They define what is considered necessary, worthwhile, and desirable within a society. Values influence people's behaviors and decisions.
• Beliefs: Beliefs are the accepted truths or convictions that people hold. These can be religious, moral, or philosophical in nature and are deeply ingrained in the culture.
• Norms: Norms are the unwritten rules that dictate acceptable behavior within a society. They govern how people interact, communicate, and relate to one another. Norms provide a framework for social order.
• Assumptions: Assumptions are the unconscious, taken-for-granted aspects of culture. They are deeply embedded in the collective mindset and shape the way people perceive the world, others, and themselves.
• Unwritten rules: Unwritten rules are the subtle guidelines that exist within a culture, often unspoken but widely understood. These rules govern the acceptable ways to navigate various situations, shaping the day-to-day interactions and decisions of individuals within the culture.
• People's fundamental needs: People's fundamental needs are the universal requirements essential for their well-being and fulfillment. These needs extend beyond the physical and include emotional, psychological, and social aspects.
• Purpose: Purpose serves as the guiding force that gives meaning to individual and collective endeavors within a culture. It provides a sense of direction, inspiring individuals to contribute to something larger than themselves.
• Expectations: Expectations are the implicit assumptions and anticipated behaviors within a culture. They shape the standards for performance, communication, and relationships. Managing and aligning expectations contribute to a more harmonious and productive cultural environment.
• Vision statement: A vision statement articulates the aspirational goals and desired future state of a culture. It serves as a beacon, inspiring individuals to work collectively towards a shared vision. A well-crafted vision statement fosters unity and provides a roadmap for cultural growth and development.
• Personal space: Personal space is the physical and emotional boundaries individuals establish for themselves within a culture. Respecting personal space is crucial for maintaining healthy relationships and promoting a sense of autonomy among individuals.
• Trust: Trust is the foundation of any strong culture. It is built on reliability, transparency, and mutual respect. Cultures that prioritize trust create an environment where individuals feel secure, fostering collaboration and innovation.
• Learning opportunities: Learning opportunities are the pathways for personal and collective growth within a culture. Cultures that embrace continuous learning create an environment where individuals are encouraged to acquire new skills, adapt to change, and contribute to the cultural evolution.
• Work ethic: Work ethic reflects the values and attitudes individuals bring to their professional endeavors. A strong work ethic contributes to a culture of diligence, responsibility, and excellence, driving collective success and achievement.
• Core value: Core values are the fundamental principles that define the essence of a culture. They represent the non-negotiable beliefs that guide decision-making and behavior. Cultures that uphold core values foster a sense of identity and purpose among their members.
• Flexibility: Flexibility is the ability of a culture to adapt and respond to changing circumstances. Cultures that value flexibility embrace innovation, resilience, and creativity, allowing individuals to navigate challenges and seize opportunities in an ever-evolving world.

Understanding the interplay between these visible and invisible layers is crucial for navigating the complexities of cultural interactions and fostering effective cross-cultural communication.

The surface level: Visible culture

The surface level, or visible company culture, in the Iceberg Model refers to the observable and explicit aspects of a society that are readily apparent to external observers. This layer represents the tip of the cultural iceberg, akin to the exposed portion above the waterline, but is only a small part.

Some of its key components include language , which encompasses verbal and written communication distinctive to a culture, providing a tangible means of expression. Customs and traditions manifest as visible rituals, ceremonies, and social practices, offering insights into the shared behaviors of a community.

Additionally, the dress code reflects the attire specific to a particular company's culture, serving as a visual marker of identity.

While these elements provide a glimpse into a culture, the Iceberg Model emphasizes that a more profound understanding requires exploration of the submerged, implicit layers that shape the intricacies of human interactions and societal dynamics.

Beneath the surface: Invisible culture

Beneath the visible part lies the invisible culture, constituting the submerged layers of the Iceberg Model. Unlike the visible aspects, these elements are implicit, shaping the core values and dynamics of a society. This hidden realm includes:

• Values: Fundamental beliefs and principles that guide individuals' behavior and decision-making, forming the moral compass of a culture.
• Norms: Unwritten rules and expectations governing social behavior, influencing how individuals interact and relate to one another.
• Beliefs: Cultural and religious convictions that define the worldview and mindset of a community, often ingrained from generation to generation.
• Communication styles: Implicit rules and nuances in how people convey messages, which may include tone, body language, and contextual cues.

Acknowledging and understanding these invisible elements is crucial for effective intercultural communication, as they significantly impact the interpretation and meaning of observable behaviors.

The Iceberg Model underscores that cultural proficiency necessitates exploring and appreciating these concealed dimensions to navigate the complexities of human interaction, deeper culture, and global diversity .

Analyzing the impact of cultural iceberg on organizations

The Cultural Iceberg Model concept has profound implications for organizations operating in today's globalized and diverse business landscape.

At the surface level, observable cultural elements like language, dress code, and rituals may appear straightforward, but the hidden dimensions beneath the surface significantly influence organizational dynamics.

• Workplace communication: Understanding implicit communication styles is crucial for effective collaboration. Divergent communication norms may lead to misunderstandings, impacting team cohesion and productivity.
• Decision-making and values: Varied cultural values influence decision-making processes. Organizations must recognize and reconcile differences in core values to foster an inclusive and harmonious work environment.
• Team dynamics and collaboration: Norms governing teamwork and collaboration can differ across cultures. An awareness of these implicit rules enhances cross-cultural cooperation, preventing potential conflicts.
• Leadership styles: Cultural nuances shape leadership expectations and approaches. Organizations benefit from recognizing diverse leadership styles to promote effective management.
• Diversity and inclusion: Acknowledging the cultural iceberg is integral to fostering diversity and inclusion . Organizations that embrace cultural differences create a more innovative and adaptable company and workforce.
• Global expansion: For companies expanding globally, grasping the iceberg's submerged layers of strong culture is essential. Adapting to diverse cultural landscapes fosters successful market entry and sustained growth.
• Organizational change management : Cultural differences play a significant role in how employees perceive and adapt to organizational changes. Understanding the cultural iceberg aids in developing change management strategies ensuring smoother transitions and higher acceptance rates.
• Conflict resolution : Cultural misunderstandings can often lead to conflicts within the workplace. Recognizing the underlying cultural factors at play allows organizations to address conflicts more effectively, facilitating resolution and maintaining positive relationships among team members.
• Customer relations : Cultural awareness is not only vital for internal operations but also for external interactions with customers and clients. Recognizing and respecting cultural differences can enhance customer satisfaction, improve communication, and strengthen business relationships, ultimately driving long-term success in diverse markets.

The influence of leadership on cultural iceberg

Leadership plays a pivotal role in navigating the complexities of the Cultural Iceberg within organizations. At the visible level, leaders set the tone through explicit communication styles, embodying cultural values, and establishing norms.

However, the profound impact lies in the invisible layers, where leadership styles, beliefs, and unspoken expectations significantly influence organizational culture. Different cultures attribute diverse qualities to effective leadership, and understanding these implicit nuances is essential for leaders to foster inclusivity and collaboration.

Moreover, a leader's ability to adapt their leadership approach to accommodate diverse cultural perspectives is critical. The cultural iceberg underscores the importance of recognizing implicit cultural elements that shape leadership expectations.

By demonstrating cultural intelligence, leaders can bridge gaps, build trust, and create an environment where diverse talents and ideas flourish. In essence, leadership serves as a guiding force that either reinforces or transforms the cultural landscape within an organization, shaping its identity and influencing the collective success of its members.

Leveraging the iceberg model for diversity and inclusion

Leveraging the Iceberg Model for Diversity and Inclusion is a strategic imperative for organizations committed to fostering an inclusive workplace. At the surface level, visible diversity aspects such as ethnicity, gender, and age are apparent, but the true strength lies in acknowledging and embracing the invisible dimensions beneath.

By recognizing implicit cultural elements like values, beliefs, and communication styles of workers, organizations can build a more comprehensive understanding of their workforce.

This awareness becomes the cornerstone for inclusive policies and practices. Leaders equipped with cultural intelligence can create environments that celebrate differences, ensuring that underrepresented perspectives are valued and integrated.

The Iceberg Model prompts organizations to move beyond mere tokenism, fostering an inclusive culture where everyone feels heard and respected.

By leveraging the depth of the iceberg, organizations not only enhance employee engagement but also unlock the innovation and adaptability that a diverse and inclusive workforce inherently brings.

In essence, the Iceberg Model becomes a tool for cultivating a workplace where diversity is not just acknowledged but woven into the fabric of organizational success.

Iceberg model of culture examples

The Iceberg Model of Culture can be found in various aspects of everyday life, for example, illustrating how visible and invisible elements shape cultural dynamics.

1. Language and communication

• Visible: The choice of language, accents, and non-verbal communication styles.
• Invisible: Implicit communication norms, such as the level of formality, indirectness, or reliance on other words and non-verbal cues, which greatly impact interpersonal interactions.

2. Workplace behavior

• Visible: Office attire, punctuality, and observable team rituals.
• Invisible: Unspoken rules governing hierarchy, decision-making, and professional relationships that are deeply embedded in the organizational culture.

3. Ceremonies and traditions

• Visible: Cultural ceremonies, festivals, and public celebrations.
• Invisible: The underlying values, beliefs, and historical significance attached to these traditions influence social cohesion and identity.

4. Management styles

• Visible: Leadership behaviors, communication with employees, and organizational structure.
• Invisible: Implicit leadership expectations, attitudes towards authority, and cultural nuances that shape management approaches.

5. Cultural artifacts

• Visible: Art, literature, music, and other tangible expressions of culture.
• Invisible: The deeper meanings, symbols, and values embedded in cultural artifacts reflect the collective identity and historical context of a society.

6. Family dynamics

• Visible: Family structures, roles, and rituals.
• Invisible: Implicit rules governing familial relationships, expectations, and values that guide interpersonal interactions within the family unit.

7. Educational systems

• Visible: School uniforms, teaching methods, and academic curriculum.
• Invisible: Emphasis on hierarchy within educational institutions, and the values instilled through schooling, influencing students' behavior and perspectives.

8. Food and dining etiquette

• Visible: Cuisine diversity, table manners, and dining customs.
• Invisible: Significance attached to specific foods, mealtime rituals, and the social hierarchy reflected in dining etiquette, shaping social interactions and bonding within communities.

9. Religious psractices

• Visible: Religious symbols, rituals, and places of worship.
• Invisible: The deeply ingrained beliefs, moral codes, and spiritual values guiding religious practices, influencing individual behavior, community cohesion, and societal norms.

Questions to ask employees in the iceberg model of culture

Here’s how you can explore cultural dynamics with your team:

Communication

• What languages do team members speak fluently, and how does language proficiency impact communication within the team ?
• Are there any cultural nuances in communication styles, such as directness, indirectness, or the use of nonverbal cues?
• How do team members navigate language barriers or differences in communication preferences during collaboration?

Cultural practices

• What observable cultural practices or rituals do team members engage in, and what significance do these hold in their respective cultures?
• How do team members perceive differences in workplace attire, and are there any cultural expectations or norms regarding dress code?
• Are there any visible symbols or artifacts in the workplace that represent different cultural backgrounds, and how do these influence the work environment?

Values alignment in diversity

• What implicit norms or values influence decision-making processes, leadership styles, and professional interactions within the team?
• How do team members navigate cultural differences in hierarchical structures, power dynamics, and conflict resolution approaches?
• What strategies can be implemented to leverage cultural diversity as a source of innovation, creativity, and collaboration within the team?

Implications and solutions

• How does cultural diversity impact team dynamics, communication effectiveness, and decision-making processes?
• What challenges or opportunities arise from working in multicultural teams, and how can these be addressed through training, education, or cultural competency programs?
• What steps can be taken to foster a more inclusive and culturally competent work environment, where all team members feel valued and respected?

In navigating the Iceberg Model of Culture, we unveil the profound layers that shape our world. From invisible aspects to visible customs to invisible values, this model serves as a compass for understanding diversity.

Embracing both the seen and unseen fosters inclusive environments, empowering individuals and organizations to thrive in the rich tapestry of global interconnectedness.

1. How can organizations leverage the culture iceberg model to foster inclusivity?

Organizations can leverage the culture iceberg model by recognizing visible cultural elements like language and rituals, then delving deeper into underlying values and beliefs. By understanding these deeper layers, they can promote inclusivity by respecting diverse perspectives and fostering a sense of belonging among employees from various cultural backgrounds.

2. What are some practical applications of the culture iceberg model?

Practical applications of the culture iceberg model include developing cross-cultural communication strategies, designing inclusive policies, and conducting diversity training. By addressing both visible and hidden cultural aspects, organizations can create environments where employees feel valued, respected, and able to contribute effectively regardless of their cultural backgrounds.

3. How does the culture iceberg model apply to multinational corporations operating in diverse cultural contexts?

The culture iceberg model is crucial for multinational corporations navigating diverse cultural contexts. By understanding surface-level differences like language and customs alongside deeper cultural dimensions such as values and worldview, companies can adapt their strategies, communication, and operations to effectively engage with diverse stakeholders, mitigate misunderstandings, and build strong, inclusive global teams.

4. How can leaders effectively address hidden cultural biases within their teams using the culture iceberg model?

Leaders can address hidden cultural biases by fostering open dialogue and promoting cultural awareness. Using the culture iceberg model, they can encourage team members to explore deeper cultural dimensions beyond surface-level behaviors. Implementing diversity training , mentorship programs, and inclusive policies helps mitigate biases and promotes understanding and respect among team members.

5. What are some common challenges organizations face when implementing the culture iceberg model to promote diversity and inclusion?

Common challenges in implementing the culture iceberg model include resistance to change, lack of awareness about cultural nuances, and difficulty in integrating diverse perspectives. Additionally, organizational culture clashes , inadequate resources for training, and ineffective communication strategies can hinder successful implementation. Overcoming these challenges requires commitment from leadership, ongoing education, and creating a supportive environment for diversity and inclusion initiatives.

Santhosh is a Jr. Product Marketer with 2+ years of experience. He loves to travel solo (though he doesn’t label them as vacations, they are) to explore, meet people, and learn new stories.

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The Iceberg Model Of Culture And Behavior

Think back to the beginning of this year before the pandemic started. Did you ever imagine your organization and colleagues…

Think back to the beginning of this year before the pandemic started.

Did you ever imagine your organization and colleagues would be working remotely for months on end? Or that universities and schools would shift their teaching online?

Probably not.

Still, the world adapted to the unexpected challenges thrown up by the COVID-19 pandemic by introducing new systems at work, school, and home.

This was not an easy shift.

You need to adapt, innovate and think out of the box to solve such problems. You also need to understand them completely, identify their root causes, and focus on resolving the causes.

One way of understanding how to solve complex problems is to adopt the Iceberg Model of Culture, a tool to discover patterns of behavior.

Let us look at the Iceberg Model in detail.

The Iceberg Model Of Culture

Anthropologist Edward T. Hall developed the Cultural Iceberg Model in the 1970s as an analogy for the cultural codes that prevail in any society.

The term ‘Iceberg Model of Culture’ is inspired by the icebergs found in polar seas. An iceberg has visible parts on the surface of the water and invisible parts that are underwater. Often, up to 90% of an iceberg’s actual area remains hidden underwater.

Similarly, culture and behaviors have both visible and invisible components. The visible part of culture is the way we live and interact with each other, our traditions, food, and attire.

The invisible part is our preferences, opinions, values, beliefs, and value systems. Just as much of an iceberg remains hidden underwater, much of the culture and behavior remains hidden but it cannot be ignored.

The large chunk of the iceberg that exists underwater determines the behavior that is visible above the surface.

Organizational Culture As An Iceberg

Organizational cultures also have visible and invisible elements.

A company’s corporate brand, values, and behaviors are visible to all. But like an iceberg, organizations are also driven by often unseen behaviors, and leaders have to go beyond visible factors such as turnover rates and disengaged staff.

They have to dig deeper and identify less invisible elements such as employee resistance to change or misalignment between a company’s culture and strategy.

Organizations can use the Iceberg Model to develop a deeper understanding of cultural differences and behavioral competence in teams.

This will help understand how to solve complex problems by changing aspects of behavior that may be hidden but are still important.

Three Pillars Of The Iceberg Model

Let us understand the three key aspects of this cultural iceberg theory.

Visible cultural practices:

The very first step of using the Iceberg Model is to focus on events or visible cultural practices.

For instance, a person from one culture who visits a different culture might get a cultural shock upon noticing the difference in dressing styles, food choices, lifestyles, and the way people greet each other. Understanding the variation in cultural practices helps one develop a deeper understanding of people and behavior, both at work and life in general.

One of the most important steps of using the cultural iceberg theory is to identify the beliefs, values, attitudes, and expectations that drive a particular culture. Most people tend to subconsciously learn their values, beliefs, and attitudes from their culture and community.

Patterns and habits:

According to the Iceberg Model of Culture, behaviors often follow a pattern. Finding patterns can make it easier to work together or bring about change.

For example, an organization’s employees are late every day, but the team leader can’t understand why. It’s only when she digs deeper that she discovers a pattern: they stayed at work for a late evening meeting every day which often went over the allotted time. So they came to work late the following day.

Looking for invisible patterns helped the team leader get to the root of the problem. She shifted the daily meeting to the morning and ensured her team left the office on time.

Mental models:

All of us continue to believe some things about ourselves even though we recognize that they may not be true. These beliefs can be about you or the world around you. They can lead to negative emotions like stress, anxiety, and frustration.

For example, when someone believes that they can’t do something because no one from their family has ever done it before, they hold a limiting belief. This was evident in the popular film Gully Boy  where the hero believed he could not change his life and follow his dream to become a successful rapper after being told so repeatedly.

He changed his mental model and achieved his dream.

For a large-scale change that requires a cultural and behavioral shift, it is necessary to change the mental models of individuals.

Cultural differences can often lead to problems while working in multicultural teams and doing business in international markets. However, the Iceberg Model of problem-solving can help you overcome these challenges. By understanding the cultural iceberg theory, we can get to the root causes of the problems.

Similarly, the Iceberg Model of Culture can help understand and transform human behavior on a large scale.

Harappa Education’s Leading Self course contains a section on the Iceberg Model of behavior. This approach to problem-solving and behavior change can help achieve long-term and sustainable solutions. Sign up for the course to understand how to use the Iceberg Model.

Explore topics such as  Career Development ,  Career Planning , the Benefits of  Taking Ownership ,  Career Path Planning , the  Importance of Planning  from our Harappa Diaries section and lead on a path of self-development.

•  Culture

Understanding The Iceberg Model of Culture to Drive Organizational Success

In 1976, Edward T Hall developed the ‘Iceberg Model of Culture’ and explained that organizational culture is like an iceberg that’s found in polar seas. What you see is just the tip of the iceberg. Underneath lies an enormous, invisible mass, which holds everything together strongly.

Table of Contents

The iceberg model of culture or cultural iceberg is used as a common metaphor, but how well do you know it? Before we deep dive into its layers and their significance in an organization, let's understand it on a high level.

Now that you have a clearer picture of the iceberg theory of culture, let's understand how it can help drive organizational success.

What is Organizational Culture and How Can it Drive Organizational Success

While the policies and employee handbooks put together by HR can guide employees' outward behaviors, changing organizational culture positively can influence how employees treat each other, communicate with each other, get things done, etc.

Culture, as a word, describes the way people live in a particular place, but there are different ways to look at it. Let's understand it from an organizational perspective and how the iceberg model of culture influences people at work.

What is the Iceberg Model of Culture

In 1976, Edward T Hall developed the ‘Iceberg Model of Culture’ and explained that organizational culture is like an iceberg found in polar seas. Like an iceberg, company culture has the characteristic of being highly disproportionate in its actual visibility.

While some aspects of culture are easily perceived from the outside, often called the surface culture , what forms the foundation of a strong culture is often submerged, deeper in the values and beliefs of the organization, called the " deeper culture ."

Aspects like workplace ambience, dress code, systems, policies, and processes are visible on the surface but elements like shared values and beliefs, attitudes towards authority, competition, and underlying assumptions form the deeper culture.

Layers of the Iceberg Model of Culture

Let's now deep dive into these various layers of culture — both surface and deeper — and understand how it helps achieve organizational goals.

Now, let’s explore the aspects of surface culture:

1. Perks and benefits

As an organization, do you promote work-life balance? Do you promote the culture of flexible hours? Do you encourage employees to take a step forward toward their well-being?

Most successful organizations strive to create a culture that ensures their employees feel comfortable in all aspects of their life. Employee perks and benefits play a huge role in making this possible.

Whether working from home, taking regular company/team retreats, or flexible work arrangements , perks and benefits significantly impact employee behaviors and engagement. A study showed that 48% of people switching jobs would weigh perks as an essential part of their decision-making – even if the perk is as small as a free snack bar.

2. Dress and appearance

How does your workforce come to the office — are they in formal wear all the time or jeans/t-shirts or do you all wear uniforms to the office? How do you expect your employees to appear?

Employee dressing style and appearance can have a massive impact on how organizational culture is perceived. It has almost been a couple of decades since the formal dress code has become an outdated concept.

Today, most companies are loosening up their dress codes to encourage employees to be casually dressed and to feel comfortable in their shoes (pun intended) to increase productivity.

3. Technology

Are the technologies you use aligned with company goals and strategies? Do you also use technology to reinforce organizational culture?

Technologies used in an organization play a critical part in defining an organization’s culture. They can either make an organization look ‘cool and savvy’ or ‘old-fashioned and rigid.’

Though technology single-handedly cannot create or change organizational culture, it acts as an essential tool to reinforce the culture amongst employees. It reflects and shapes the values and assumptions while keeping the organization relevant for the future workforce.

4. Language

What cues are you using to communicate about your organization? What is the tone or pitch of your messaging? How does your organization come across to others?

Language gives away culture through mannerisms of speaking (polite or crude?), behavior (formal or casual?), delivery (direct or indirect?), and choice of words (clean, squeaky, or arrogant?).

How we choose to communicate with others can significantly impact how organizational culture comes across to people. Therefore, choose the right set of words, gestures, tone, and communication platform.

5. Rewards and recognition

Rewards and recognitions have an immense impact on employee experience and organizational culture. They create a perception amongst people about what an organization stands for, its values, and its beliefs.

Who in the organization gets rewarded/recognized and why—represents an unequivocal statement of the organization's actual values and culture.

Rewards and recognition reinforce that the work is meaningful and valuable to the organization. It helps employees find focus and purpose in their day-to-day activities - thus increasing employee motivation.

We all tend to break down complex information and generalize what we see and hear to derive more straightforward conclusions. Surface culture is that aspect of culture that gets reflected by an outsider — providing shortcuts to identify how things get done within an organization.

However, what we see on the surface reflects what organizations are built on deep-down—values, beliefs, and underlying assumptions that drive employee behaviors.

Here, we discuss some of the aspects of deeper culture that drive an organization.

1. Authority

Do employees in your organization feel they have appropriate decision-making authority? Do your employees feel their opinion was heard in the decision-making process?

Most successful organizations involve employees in the decision-making process. They are open to hearing employee opinions and feedback , which significantly impacts organizational culture.

Employees feel extremely valued when their views are heard and encouraged to participate in decision-making. A sense of authority is experienced when they are involved in discussions and tasks that impact the organization's growth, leading to higher levels of job satisfaction.

2. Health and wellbeing

What is your organization’s philosophy about health and wellbeing? Do you encourage your employees to make healthier choices? Do you support them in their choices?

Organizations across the globe increasingly recognize the crucial role employee well-being plays in engaging employees and cultivating a strong workplace culture. Be it physical, emotional, mental, or financial health, they significantly impact employee engagement and culture.

Happy and healthy employees have proven to drive better productivity and reduce healthcare costs and churn rates. An employee well-being program is crucial to building a happier workforce, ultimately improving your bottom line.

However, simply having a program or initiative won't magically improve well-being. Organizations must make it a part of organizational culture and regularly assess its impact to move the needle and deliver results.

3. Purpose and meaning

Do your employees understand the importance of your organization’s vision and mission? Do they know how their job roles contribute to the greater good?

Purpose and meaning are part of the iceberg of organizational culture that has gained much importance in recent times, thanks to the increasing number of millennials in organizations.

Helping employees understand the organization’s mission, helping them engage, and making them realize they are a part of something bigger is vital for every organization. When employees know why they are doing what they are doing, it can drive phenomenal engagement, motivation, and business outcomes.

4. Communication

Do you frequently and consistently communicate with your team about what’s going on? How transparent is your communication? Do you listen to your team enough?

Communication is an integral part of organizational culture. An organization that adopts open, transparent, positive, and strong communication fosters healthy work relationships resulting in fewer conflicts and negativity.

A healthy and effective communication culture opens the channels (between employees and management) for a healthy exchange of ideas, suggestions, and feedback.

5. Employee engagement

Do you value your workforce as key contributors to organizational success? Do you understand the pulse of your employees? Do you provide employees with a conducive atmosphere to engage?

Organizational culture has a powerful impact on employees. A positive and open culture can create trust and loyalty among employees, driving passion and dedication to the organization.

When organizations proactively take employee feedback and take the path of open communication to proactively convey important messages about layoffs, hikes, restructuring, etc., briefly, it reassures employees and increases engagement.

Research says that employees feel engaged when they are invested in their company’s future and culture, feel like their jobs give them a sense of purpose, and have great relationships with their co-workers.

6. Learning and development

Do you emphasize learning and development in your organization? Do you provide enough learning and growth opportunities to your employees? Are your employees challenged with new and exciting projects?

If there is one cultural trait that every successful leader will vouch for, it’s prioritizing learning and development among employees. This not only promotes innovative thinking and creativity but also improves the agility of the business to sustain itself in today’s increasingly complex and constantly changing business environment.

7. Collaboration and teamwork

Do you encourage your employees to work cross-functionally, across teams? Are there clear definitions of ownership to work in a cross-functional environment?

Nurturing teamwork, team morale, and collaboration is a part of organizational culture that values employees working together to achieve organizational goals. Organizations that build a culture of teamwork believe that planning, thinking, and decision making happen better when done collectively rather than individually.

Making collaboration and teamwork a part of your organization's culture requires buy-in from all employees. Implementing a plan that lays out the various dynamics of collaboration, ownership, teamwork, and regularly encouraging and rewarding teamwork can help make the concept part of your company's culture.

These are only some of the indicative aspects of what forms organizational culture. Understanding and improvising the culture within your organization can be vital to driving success.

Final Thoughts

By understanding the iceberg theory of culture, we can get to the root causes of problems in the company and transform human behaviour on a large scale. Organizational culture has an immense impact on employee engagement , productivity, performance, and overall experience.

Understanding the nuances of organizational culture can empower you to improve overall organizational performance. Though only a tiny part of the culture is reflected above the surface for people to perceive it, the deeper values and beliefs can profoundly drive the organization towards success.

Leadership behaviour, beliefs, and actions play a crucial role in influencing culture within the organization and driving the organizational strategies.

When strategy-culture-leadership are in sync, we see organizations where:

• Employees understand how the leadership expects them to respond to a particular situation,
• Employees genuinely believe that the expected response is the right approach, and
• Employees are sure they will be appreciated for demonstrating organizational values and beliefs.

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1.3: Icebergs of Culture

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• Page ID 75147

• Manon Allard-Kropp
• University of Missouri–St. Louis

1.3 Icebergs of Culture

1.3.1 military culture iceberg.

Watch the video: Military Culture Iceberg (Center For Deployment Psychology, 2014)

Video transcript:

Above the waterline are aspects of a culture that are explicit, visible, and easily taught. The surface culture is where behaviors, customs and courtesies, and traditions are more easily seen. For the military culture this area includes things such as: the uniform and rank, the salute, the playing of the national anthem before commanders calls and movies, the POWs ceremony, the honoring of heroes, and the change-of-command ceremony.

At the water line is a transition zone where the observer has to be more alert in the area where implicit understanding becomes talked about and where ethos is codified and decreed. At this level of military culture are found the service creed, the core values, and the oath of office.

Some of what identifies service members and veterans as belonging to the military culture are not readily apparent and exist below the waterline. Below the surface is the hidden culture—the more enduring and powerful characteristics of military culture: the beliefs, habits, values, assumptions, understandings, and judgments that affect the culture’s worldview. These intangible values and guiding ideals that are mostly acquired while in uniform and are often kept for life are referred to as the Military or Warrior Ethos. These are often things a member knows but cannot easily articulate. The hidden aspects of a culture are not taught directly.

1.3.2 Iceberg Assignment

Using the example of the iceberg of military culture, design your own iceberg for a culture of your choice. Be aware that it doesn’t have to be an international culture; you can pick a subculture or a minority culture within the U.S. or within the country/nation you are most familiar with.

This may not be that easy to do. You will have to take a step back and think critically about things you never think about, because you are living them everyday; they’re your second nature. Culture often feels like nature (to borrow the words of Guy Deutscher): it feels like common sense, and we usually only become aware of it when we experience a culture shock, i.e., when we encounter people who don’t act, or think, or believe, the same way that we do. Usually, our response to such encounters (especially when they happen within our own culture) is that of irritation or surprise. We get frustrated with people. (Who on earth takes off their shoes before walking inside my home? Socks and bare feet are disgusting! . . . Who says “over yonder”? What does that even mean? . . . Why is this guy avoiding my gaze? That’s kind of shady.”) The root of such irritation or flabbergasted-ness is often to be found below the waterline, in the invisible culture.

You need to be very familiar with the culture you design an iceberg for, so pick a culture you are part of or intimately familiar with for this assignment.

The Cultural Iceberg Explained

In today's global marketplace, understanding cultural dynamics is more important than ever. Having a good understanding of cultural influences can help employers and human resources managers avoid taking adverse action against individuals based on cultural misunderstandings. 

Analogy of Cultural Iceberg

Icebergs peak over the water, revealing just a small portion of their total mass. Culture is similar in that people at first just see a small portion of a person's culture based on things such as clothing, appearance, speech, grooming, greeting rituals, music, arts, or dances. However, these observations comprise just a fraction of a person's culture. Just like with a physical iceberg, a cultural iceberg contains essential characteristics beneath the surface.

Core Values

Under the water line of the cultural iceberg are many important components of culture. This includes the ideas, preferences and priorities that comprise individual attitudes and values. A culture's core values include its understanding of what is wrong and right and good and bad. Additionally, this is what individuals in the culture have learned about what is acceptable and unacceptable behavior in society. Core values teach children and adults about the importance and manifestation of honesty, respect, and integrity. However, there may be different situations in which these values may be asserted or interpreted in a different way. 

Interpretation of Core Values

Buried further in the cultural iceberg is the interpretation of core values. These behaviors may be better understood and interpreted when individuals who are part of the culture conduct observable behaviors, such as which words people use to talk, the tone of voice they use, the laws that are passed, the mannerisms they use when interacting with others, and the ways that they communicate with others. Other people interpret cove values by observing how individuals behave in their professional lives.

Changing Core Values

While people may grow up with teachings regarding core values, these values may change over time. New experiences and shifts in cultural views may shape a person's core values. However, these changes often do not occur quickly or without complication. Many core values become part of the culture's external image to others. They are often passed on from one generation to the next and continue to influence individuals who are part of the culture. The core values may guide, teach and influence individuals. In addition to the teachings that individuals receive from their parents and what they are taught in an educational setting, other cultural influences include the media and the laws that are passed. These factors influence social norms and shape a person’s ideas about how they see the world and what they decide matters to them.

Understanding the Cultural Iceberg

Individuals may be able to see and describe certain aspects of culture by simple observation. However, they can develop a better understanding of deeply rooted ideas by studying formative factors, reflecting on their own core values and analyzing observed core values of members of the culture. Simultaneously, they can be open to the idea that individual values may differ.

Cite this article: Lynch, N. (2017). The Cultural Iceberg Explained. Available: https://www.lynchlf.com/blog/the-cultural-iceberg-explained/

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Equity and inclusion menu, equity and inclusion, what is cultural humility the basics.

University of Oregon Cultural Humility Working Definition

Cultural humility is a practice of self-reflection on how one’s own background and the background of others, impact teaching, learning, research, creative activity, engagement, leadership, etc.

More Definitions of Cultural Humility

“Cultural humility involves an ongoing process of self-exploration and self-critique combined with a willingness to learn from others. It means entering a relationship with another person with the intention of honoring their beliefs, customs, and values. It means acknowledging differences and accepting that person for who they are." *

* " Cultural Humility Vs. Cultural Competence ."  2021.  Soundscaping Source.  

Cultural Humility Is:

A personal lifelong commitment to self-evaluation and self-critique whereby the individual not only learns about another’s culture, but one starts with an examination of her/his own beliefs and cultural identities

Recognition of power dynamics and imbalances, a desire to fix those power imbalances and to develop partnerships with people and groups who advocate for others

Institutional accountability*

*Yeager, Katherine A., and Susan Bauer-Wu. 2013. " Cultural Humility: Essential Foundation For Clinical Researchers" . Applied Nursing Research 26 (4): 251-256

  key attributes of cultural humility*.

Self-Reflection/Awareness

Lifelong learning

Institutional accountability

Empathy and compassion

To be “other-oriented”

Acknowledging Power Imbalances and Balancing power imbalances

Wheeler, Michael. “ Cultural Competence and Cultural Humility A Literature Review for Understanding and Action .” tripartners.com, March 20, 2018.

The importance of cultural humility.

Members of Pittsburgh University discuss the importance of cultural humility at the university in a short video.

Project READY Images of Practice: Cultural Humility*

Adilene Rogers, a bilingual Youth Services Librarian at Sacramento Public Library, discusses how cultural humility has improved her work with Spanish-speaking youth and their families and why “cultural competence” was not enough.

* Project READY Images Of Practice: Cultural Humility . 2019. 

The cultural iceberg .

*Bennett, Milton J. The Developmental Model of Intercultural Sensitivity, Summary. Intercultural Development Research Institute, Revised 2014.

“The portions we see of human beings is very small, their forms and faces, voices and words (but) beyond these, like an immense dark continent, lies all that has made them.” Freya Star

Dr. Milton Bennett notes, of the iceberg model below, that “it is important to realize that the iceberg is a starting point and that once our audiences have grasped the concept of culture, we must emphasize the fact that the iceberg is just one of the possible metaphors (including the onion, tree, atom) and that most likely, there is no perfect model that encompasses all aspects of culture."

Cultural Humility: People, Principles and Practices

This 30-minute documentary by San Francisco State Professor Vivian Chávez, that mixes poetry with music, interviews, archival footage, images of community, nature and dance to explain what "Cultural Humility" is and why we need it. 

Part i: Introduction 

Full Documentary

What Cultural Humility is Not

Cynthia L. Foronda explains that to understand what cultural humility is, one can look at what it is not : “.... prejudice, oppression, intolerance, discrimination, stereotyping, exclusion, stigma, inequity, marginalization, misconceptions, labeling, mistrust, hostility, misunderstandings, cultural imposition, judgmental, undermining, and bullying....” *

* Foronda, Cynthia, Diana-Lyn Baptiste, Maren M. Reinholdt, and Kevin Ousman. 2015. "Cultural Humility".  Journal Of Transcultural Nursing  27 (3): 210-217. doi:10.1177/1043659615592677.

Digging into My Cultural Iceberg

In my last post, I referred to this piece by kindergarten teacher Christina Shunnarah, who works with students from all over the world.  She describes culture as an iceberg, with a small part visible, and the vast majority hidden under the surface. Image Source This is one of my favorite excerpts from her excellent essay: […]

In my last post , I referred to this piece by kindergarten teacher Christina Shunnarah, who works with students from all over the world.  She describes culture as an iceberg, with a small part visible, and the vast majority hidden under the surface.

Image Source

This is one of my favorite excerpts from her excellent essay:

Developing cultural competence is a process of inner growth. In order for me to be as effective as possible with the students I work with, I must continuously engage in a process of self-reflection. To be able to know others, especially diverse others, one must know the self. So the growth of a culturally competent educator starts there. We must look within for a deeper understanding of who we are before we can adequately address the needs of our students. This investigation should include our core beliefs, hidden biases and our religious perspectives. Developing cultural competence is also a process that comes with experience and engagement, and with sometimes painful lessons that highlight our limitations and prejudices. To learn about the backgrounds of the students in my class takes time and effort; it involves reading about their countries of origin, visiting their homes and meeting family members, connecting with parents, developing relationships with community members and organizations, and going to cultural and religious festivals. By learning about my students’ lives outside the classroom, I am more prepared to work with them in the classroom. [ more ]

I also find that, in order for me to be as effective as possible, I must continually engage in a process of self-reflection.  Through reading, reflecting, and (most awkwardly and perhaps most importantly) reacting inappropriately in situations in which I hadn’t realized my cultural tendencies were so different than those of the people around me, I have identified the following core beliefs that have shaped me (in no particular order).

(Ramit Sethi makes a similar point in this post about invisible scripts , and the 200+ comments are well worth reading!)

Note: This list is based on my own observations, and does not imply that one set of values or invisible scripts is better than another. I just see them as important and discussion-worthy, and I’d love to hear your own stories.

* Independence and Individualism. From a very young age, I wanted to do things my own way, and the people around me (parents, teachers, etc.) mostly supported these urges. In kindergarten, my mom recalls that I would wander around the classroom, looking at the pictures on the walls, while my classmates sat at their desks writing. Then, with about five minutes to go, I would sit down and write my story. My teacher let me do my thing, and praised me for the quality of my work. I doubt a Chinese kindergarten teacher would allow such a thing!

* Options. I think this is a product of my generation. We have always had so many options, for activities, schedules, classes, assignments, and so much more. And expect limitless options, for jobs, working styles, food, etc.

* Fusion. I grew up in a suburb of San Francisco, with classmates from all over the world. We ate food from many continents. My mom is Christian and my dad is Jewish, and we celebrated holidays from both traditions, as well as many others.

* November and December are holiday months that punctuate the year. In China people work straight through November, December, and January, and the real holiday is not until February.

* Stubbornness. This is something I’ve tried hard to mitigate, but it will probably always be there. I’m a Capricorn.

* Smile. I like to smile. I am a happy girl. This is sometimes misinterpreted as “not serious” or too flirtatious.

* Directness. We Americans tend to get straight to the point. This, compounded with the unsophisticated sentence patterns that come with limited language proficiency, sometimes makes me seem rude. Sometimes a smile helps, but that can be misinterpreted too. The best solution I’ve found is to use an interpreter, who can sugar-coat statements into more culturally appropriate forms.

What about you? What are your core beliefs, and how do they shape your interactions with other people? Has being more conscious of these traits helped you be more effective in your communications?  What else would you add?

The Right Questions

How to use the iceberg model of organisational culture.

Revealing the culture and values that hide below the surface of every organisation

Have you ever asked for directions in Nepal? You could get confused or frustrated if you are not aware of the cultural differences that affect this simple interaction. For example, if you ask how far it is to the next village it is unlikely that the person will point or give you a numerical estimate of the time or distance. In remote areas, it is more common to hear something along the lines of ‘not far’ and have the friendly local indicate the direction with a slight jutting of the chin. Half a day later, when you still have not arrived at the village, you might get annoyed.

But here the  behaviour  displayed reflects certain cultural differences. In areas where it might take several days to get to the nearest road – let alone the next town – it is a true  belief  that less than a day’s walk is not far. Also, because of the social  rules , they would not want to be rude by pointing with a finger. And due to the  values  of hospitality and honour,   they would not want to be discouraging (or assume that you cannot walk far) by saying it was a long way. 

What is the cultural iceberg model?

So, as in the example above, behaviour can point towards deeper cultural meaning. The iceberg helps to visualise this. The iceberg model is a simple metaphor for describing organisational culture. An iceberg has less mass above the water (this visible part) as compared to the greater mass that lies below the surface (which is generally unseen). The main idea behind the iceberg model is that, in the same way as a physical iceberg, with any culture, there are obvious things such as behaviours that are visible, but there are lots of things hidden below the surface within a group or organisation driving these behaviours.

Who came up with the iceberg model? 

The iceberg analogy is first accredited to Edward T. Hall, an American anthropologist who specialised in intercultural communication and is best known for his book  Beyond Culture  published in 1976.

Gary R. Weaver, a professor of management, further developed the concept and started to apply this to  corporate culture, ethics and values .

Why is culture described as an iceberg?

As mentioned previously, the iceberg analogy is useful as it helps us to remember that any behaviour we observe, can be due to various hidden factors. Within any team, the visible behaviours of individuals are driven by unseen beliefs, values, and mindsets. 

What is culture?

In a larger, social context, Ting-Toomey (1999) defines culture as: 

“A complex frame of reference that consists of patterns or traditions, beliefs, values, norms, and meanings that are shared in varying degrees by interacting members of a community.” 

Or by Haggett (1975):

“Culture describes patterns of behaviour that form a durable template by which ideas and images can be transferred from one generation to another, or from one group to another.”

What is organisational culture?

Even though the definitions above are rooted in social geography they can be easily translated into the corporate world. Any group of people, even one that gathers for work, becomes a community. This vocational tribe will develop its own unique culture and that is what we generally mean by organisational culture.

One useful model of organisational culture is the  Cultural Web . The  Cultural Web  (Johnson and Scholes 2001) incorporates aspects that have particular significance within the business and describes culture as being made up of  stories ,  symbols ,  rituals and routines ,  organisational   structures ,  power structures , and  controls .

Cultures within cultures and cultural change

It is worth pointing out though that there be cultures within cultures. Not only does a specific company reflect the culture of its host country (and the makeup of its workforce), but even within a single organisation, there can be various sub-cultures.  For example, anyone who has experienced the divides between the front-of-house functions (e.g. sales, marketing, communications) and the more operational and less customer-facing areas (such as logistics, I.T. or finance) will know that there can be considerable differences (and rivalries) between these different teams. 

Furthermore, culture is fluid. As with Haggett’s definition, culture is used to pass down ideas and norms between people, but with each generation or team, the culture evolves. One simple example of this is language, particularly the English language. Language is one of the most useful tools to understand a culture, but it constantly changes. There are about 800-1000 new words added to English dictionaries a year – that is about 15 new words every day. Suffice to say, no culture is static.

What is an example of organisational culture?

Whichever model or definition we use, we can see that culture becomes manifest in the visible and the tangible, namely language and behaviour. Every company, business or team demonstrates these, some in more obvious ways than others.

One culture I have a lot of experience with is the British Army. Militaries can be insightful examples of organisational culture. That is not to say that these cultures are necessarily good but that they are often obvious because militaries often have long histories and have developed aspects of their cultures in very visible ways. 

Just take one aspect of the Cultural Web – symbols – by way of example.  Militaries love symbols! Few other organisations have such a love for flags, badges, uniforms, logos, and other symbology. And all of these symbols have some deeper story or meaning that is not necessarily obvious to the casual observer. Historically symbols have been highly visible as military symbols are used to project the idea of strength and power, as well as having other more subtle connections. 

But every group has symbols to some degree, even if they are to portray different values. Even not having a uniform becomes a uniform. For example, I have worked with start-ups where if you are not wearing something ultra-casual you would be seen as ab-normal! This counter-cultural statement can start to reveal something about the beliefs of the organisation. Not wearing a uniform might communicate wanting to be seen as relaxed, non-corporate, cool, or cutting edge. It is only by exploring the other aspects of culture that you can reveal what these hidden values are.

Why does the iceberg model of culture matter?

This is why the iceberg model matters. The iceberg analogy helps us keep in mind that there are hidden beliefs and values below the surface and that what we experience on the surface – the behaviours, symbols, or language – all have some deeper meaning.

For leaders and managers, this knowledge is particularly useful when it comes to change management. Leading a team through any change programme will inevitably impact, or be affected by, the culture of an organisation. 

Mergers fail when cultures are not integrated. I have even seen a new I.T. initiative fail – something as simple as introducing new software – because people underestimated (or ignored) the impacts of culture on the changes that people were expected to make. People need to understand  why  change is good or necessary. The  why  question is addressed primarily by the hidden aspects of culture: beliefs, values, and principles.

What is below the surface in your organisation?

So, to put the iceberg model into practice think about the team that you are in. Even if you work on your own, as a freelancer or self-employed, think about the organisation(s) you work with, your network, or even your own family; they all have their own culture. Ask yourself: 

• What are the  beliefs  that drive visible behaviours? 
• Which values  inform decision-making?
• What are the  principles  that define how people lead, manage, or work together?

Understanding your own culture is the first step in effective cross-cultural communication. In other words, if you want to work with other organisations, or bring change within your own, then this self-examination and awareness are key. And if you want to find out more, there is more on this topic in the post: How to stop culture eating your strategy for breakfast .

If you found this useful then please do sign up to my   newsletter. If you  subscribe now  you will get a  free e-book  to help you set goals and create a personal action plan .   Don’t miss out;  sign up here!

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Iceberg Essay: The Mysteries Below the Surface

My feet are grounded to the moss-covered rocky pathway. The cold air whips my face, and the white Arctic light reflects off the water below. In front of me, lie majestic icebergs, each one powerful, beautifully stark, and unique.  While some icebergs are wide and rounded, others have jagged edges and reach twenty stories high. And yet, we can only see what lies above the surface of these powerful icebergs. The mass of ice that remains below the surface of the cerulean Greenlandic waters remains a mystery. I have grown up hearing about the “iceberg metaphor”; how the top is clearly visible, yet the farther you move below the waterline, the less you know. And so, in the summer of 2013 I found myself in Ilulissat, on the rocky coast of western Greenland, gazing at icebergs and thinking about the part of me beneath the surface that no one could see.  

My shiny, glistening cover was what others saw of me, but I knew that beneath that white facade lay the depths of my iceberg. As my fingers and nose protested against the bitter August breeze racing down from the north, I heard a thundering gun-shot crack pierce the air. Right in front of me, I saw a massive block of ice fracture and flip over. It shuddered and settled back and forth, small waves rippling off the shaking piece of ice and into the inky sea, and then 100,000 tons heaved and flipped over. I was able to see what lay beneath; what it looked like on the other side. I experienced the flipping of an iceberg. This is not something I thought I would ever see. Then again I find myself surrounded by many situations and issues I would not expect myself, a 15-year-old girl, to be dealing with. The iceberg brought me to a cold and clear realization. I was able to see how different and unexpected the underside of this huge piece of ice was, something I would never be able to assume without seeing it with my own eyes. I trembled at the crack that was echoing within me.

I too have an underside to my iceberg. On the surface people see a confident and put together person, something I do find to be true, but nobody, not even my beloved parents, knew that as far back as eighth grade, I was struggling deeply with self-harm and thoughts of depression.  The underside of my iceberg began to surface; the first ripples began briefly and horribly in eighth grade, when I began cutting myself. My entry into this world was subtle and infrequent, but then my actions grew to be insistent and scary by my freshman year. In times of darkness, I would pick up a sharp edge and brutally cut my skin, leaving marks from these attacks. There appeared no connection to the person I was. I am a very positive person. I love the things life presents me:  the late- afternoon golden glowing light that is reflected off the buildings along Congress Street, bundling up for cold, beautiful ocean walks with my family, and connecting with Portland’s community of passionate artists and musicians. I try to leap into any new situation presented to me, because I feel I always benefit from the experience. In these darker times though, it felt like a gray veil had been placed over my eyes, like a lens shading the world into a darker and more negative place. It was frightening to not always see the good in life. I could feel the shifts under the surface of my iceberg.

I remember distinctly sitting in a doctor’s office with my arm exposed. I was filled with fear and anticipation that the nurse would question me, or discover the underside of my iceberg. In the 15 minutes I was in the doctor’s office, I had to roll up my sleeves, completely display my scarred arm, receive my shot, then roll my sleeves back down. I felt shock, and then a feeling of rage when the nurse simply gave me my TB shot without noticing the red slashes on my arm that I had just inflicted the night before. I left with not one word mentioned about where these red markings came from. A health care worker’s eyes physically were staring at a girl who so obviously was dealing with something so hard, and they didn’t even acknowledge it.

Although I told myself I didn’t want anyone to notice, I now know I wanted more than anything for someone to hold me and help me because I was scared for my life. This feeling of hopelessness filled me.  I felt like screaming “You have just stared at my scarred arms and yet you say nothing!! Am I that useless?” When people did notice my arms, I would say I had a mishap with a thorny bush. People so easily believed me and didn’t question my lies. It is amazing how people generally accept the simplest explanation.

Everyone fell for these cover stories except for one special individual: Iris, someone who was struggling equally with the depths of her own iceberg. After she figured me out, she was my constant support, she was my rock. We were always there for each other with every struggle we were dealing with. Looking back, I think we spent too much time caring for each other, and not enough time reflecting on ourselves.

Iris was the only person to whom I revealed what was under my iceberg. She still looked at me as a confident, well put together person, but she knew this other tormented side as well; the cracks and crevices on the underside of my iceberg. She never once faltered in being there for me. I can confidently say that our freshman year was not quite typical. People in our community never knew; they only saw what lay above the waterline. Just as I viewed the beautiful, powerful majestic icebergs that stood tall in the Arctic Sea, people viewed Iris and myself as confident well put together individuals, which were just the tip of our icebergs. Though we both went through a great deal of hardship, were able to give each other constant support. We reminded each other every day that we were loved and had purpose here.

Once at crew practice someone looked at my arm and said jokingly, “Julia, it looks like you cut.” This person found it necessary to say this in front of the entire crew team, and loud enough for just about everyone to hear her and look at me. She said it in a way that sounded like ‘obviously you aren’t cutting, but it looks like you do’. If people can just stop for one moment and think that ‘wow, maybe this person has another story behind that beautiful smile,’ just maybe they would realize how needed they really are in this big crazy world. To have one person be there for you, with genuine support, makes a huge difference. I feel very lucky to have had Iris as my best friend, my personal therapist and my life saver.  It would be amazing if we could all be happy all the time, but unfortunately this isn’t reality. Everyone has their own personal struggles that they go through, we all have undersides to our icebergs. Whether it’s struggling with a bad day, or a deeper depression, these are all things that can physically and emotionally upset us.  But as low as one might feel, no one should ever feel the need to take their own life.

I am so grateful to have had Iris dive deep under my iceberg and to have brought some of my issues to the surface. I know now that Iris’s iceberg was obviously deeper than I ever knew. I wish I could for one moment go back and expose what drove her to her death, and to help her abolish it before she was taken over by this monster. I would do anything to tell her one more time how beautiful, intelligent, strong and amazing she was, because this is what she told me every day. Iris helped me with how to view this crazy world; to find the simple beauties it presents to us, and to find humor in everyday events. I will forever cherish these memories. With Iris’s death, I have also learned the impact that suicide has had on our community. With her death has come the realization that I will never again cause physical harm to myself. There is beauty even below an iceberg. And when it flips we can even surprise ourselves and marvel at the dazzling potential and happiness of life.

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