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All organizations promote competition as it is beneficial up to a certain point and under particular definitions and conditions. The sixth difference is reflected in the type of competition promoted in different organizations. In a growth culture, people primarily compete against themselves and they compete against others but they are more likely to compete by the rules . They are professional in their demeanor towards others. Whereas in a performance culture, individuals compete against others regardless of the rules because competition is the best mode of survival . The inter-dynamics between employees is not a priority, performance is. They are more likely to compete as if they were at war in a performance focused company. What makes war different is that at war people can resort to illegal weapons yet not be held accountable for them because of the state of war during which they are used. So the sixth characteristic difference between the two business cultures is reflected by promoting a sports vs. war-like type of competition. Though I employed my own @Alloutcoach definitions and dichotomous positions that growth versus performance culture organizations may hold across various categories such as communication style or decision making, I chose to do so to illustrate the large potential and often realistic magnitude of the difference that exists across company cultures. Such differences impact various critical aspects of collaboration and productivity. However, I fully recognize that these categories are dynamic spectra that leaders of various organizations embrace to various degrees , combine, mix, and may not be as dramatic at times. Yet, what I have found throughout my research and experience is that organizations do not often analyze the direction, mindset, and culture they are promoting with sufficient detail and rigor or frequency .

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