Thanks Radenko. I'm also glad you enjoyed the article on privilege and bias. Stay tuned for a related article that I'm working on about how we can use this culture framework to think about inclusion in the workplace.

In creating the Radical Product Culture Framework, my goal was two-fold:

- As managers, this culture framework offers us a way of measuring how our teams see our culture so we can systematically improve it.

- As individuals, it helps us articulate both whats good and bad about work culture. Culture includes the points you mention that give us fulfillment (i.e. doing a job that we like, where we are able to exert some level of autonomy and feel ownership for creating positive change both in ourselves and the world). Anything that fits this category fits in the Strategic Work quadrant. Each of us has a different threshold for how much time we are willing to tolerate in the Heroism, Soul-sucking, and Organizational Cactus quadrants. For you, it sounds like it's 30% before the culture feels toxic. Others may have a higher threshold - there are no absolutes - it all depends on the work and the people you're surrounded by.

But by asking these questions we articulate what we want and whether it's time to find a new job. Further, we often talk to our colleagues about the culture. Having a framework makes it possible to make these discussions more productive so we have a communication tool with management to explain which quadrants are consuming time unnecessarily.

Best,

Radhika