The UGRs approach combines a practical concept of workplace culture with inquiry into the unwritten expectations people learn through experience. This page distinguishes the published research record, the current Stock Take method and evidence from organisational applications.
The concept and its origins
Steve Simpson defines UGRs®—Unwritten Ground Rules—as people’s perceptions of “this is the way we do things around here”. The concept makes the expectations influencing everyday behaviour a focus for discussion and change. It sits within a much wider history of research into informal norms, organisational culture and the interpretation of rules.
In her 2006 article in the Journal of Management History, Alma Whiteley acknowledges the research contributions of Steve Simpson and Professor G. N. Soutar, and financial support from Curtin University of Technology. The acknowledgement credits Steve with coining the original term “unwritten ground rules”. This attribution is distinct from a claim to have originated the broader study of informal workplace norms.
What the published exploratory study examined
Whiteley reports a qualitative, interpretive study involving 43 managers from five Australian organisations. Participants contributed anonymous inputs using group support systems technology. Workplace scenarios invited comparison between what would happen officially and what would really happen.
The study explored whether participants treated unwritten rules as recognisable features of organisational life, whether they acted on them, and how people interpreted formal rules in social situations. The analysis emphasises the complexity of rule implementation, including personal judgement and relationships. Implications for managers include examining assumptions about compliance and listening closely to how people receive and interpret rules.
What that study does not establish
The research is exploratory. Scenario responses are not direct observations of every participant’s workplace behaviour. Its findings should not be treated as representative estimates for all organisations, or as proof that any single culture intervention produces a particular commercial or safety outcome.
The study described in this paper is also distinct from the present-day UGRs Stock Take. It should not be described as a psychometric validation of the current instrument or a controlled evaluation of its effectiveness.
How a UGRs Stock Take works
The process begins by identifying the cultural attributes important to an organisation’s future success. Lead-in sentences are then tailored to those priorities. People complete them anonymously in their own words and indicate whether they see the UGR they have described as having a positive, neutral or negative impact.
For example, “Around here, when it comes to challenging conversations…” invites an account of what people perceive, rather than agreement with a prewritten claim that conversations are encouraged. Responses can identify productive expectations worth protecting as well as counterproductive patterns requiring attention.
Interpretation considers the language people use, recurring themes and the impact ratings. Where confidentiality and participation allow, differences across work areas can be explored. Leaders then discuss the findings and develop practical responses, with employees involved in shaping and sustaining change. Repeat measurement can examine whether reported perceptions are shifting.
How to interpret the findings responsibly
A Stock Take provides evidence about respondents’ perceptions at a particular time. Participation, wording, organisational events and people’s confidence in anonymity can influence the picture. A recurring theme deserves investigation; it does not establish that everyone shares the perception or that it caused a specific incident.
Changes between Stock Takes should be considered alongside changes in participation, organisational context and other relevant evidence. Improved ratings can indicate movement in reported experience. Attributing commercial or safety results to UGRs work alone requires additional evidence.
Practice evidence and case studies
Organisational cases show how the approach has been applied in particular settings. Steve’s published case studies describe work with McLaren Automotive, Workwear Group, APCO and Kmart and Target. These accounts provide practical context and should be distinguished from independent causal evaluations.
Further information about the current service is available at Culture Stock Take. For the definition, examples and leadership applications, read the practical guide to UGRs.
Earlier UGRs publication
Steve Simpson and Ron Cacioppe co-authored an earlier publication on unwritten ground rules, organisational culture and customer service.
Simpson, S., & Cacioppe, R. (2001). Unwritten ground rules: transforming organization culture to achieve key business objectives and outstanding customer service. Leadership & Organization Development Journal, 22(8), 394–401. View publication details (DOI).
Published reference
Whiteley, A. (2006). Rules as received practice: historical perspective and implications for managers. Journal of Management History, 12(1), 53–70. https://doi.org/10.1108/13552520610638274.
Relevant locations in the article: acknowledgement, p. 53; methodology and sample, pp. 57–58; implications for management learning, pp. 63–65. Publication details and any access options are available through the DOI link above.
Discuss your culture priorities
Contact Steve to discuss a Stock Take, leadership workshop or presentation. An appropriate starting point is the culture your organisation needs, the evidence you already have and the questions you still need to answer.
By Steve Simpson. Updated 31 October 2026.