<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Culture on Rabid Curiosity</title><link>https://blog.thomas-bray.com/tags/culture/</link><description>Recent content in Culture on Rabid Curiosity</description><generator>Hugo</generator><language>en-us</language><copyright>Thomas Bray</copyright><lastBuildDate>Tue, 17 Mar 2026 09:45:00 -0500</lastBuildDate><atom:link href="https://blog.thomas-bray.com/tags/culture/index.xml" rel="self" type="application/rss+xml"/><item><title>Customer Service and The Nordstrom Way</title><link>https://blog.thomas-bray.com/posts/customer-service-and-the-nordstrom-way/</link><pubDate>Tue, 17 Mar 2026 09:45:00 -0500</pubDate><guid>https://blog.thomas-bray.com/posts/customer-service-and-the-nordstrom-way/</guid><description>&lt;h2 id="introduction"&gt;Introduction&lt;/h2&gt;
&lt;p&gt;Nordstrom built a reputation on a simple idea: give employees the authority to do whatever it takes to make the customer happy. The famous employee handbook was one rule: use good judgment. This is either a profound insight into organizational culture or a naive fantasy, depending on what you believe about how people behave at work. This post takes the Nordstrom model seriously as a lens for thinking about service, culture, and what organizations actually incentivize.&lt;/p&gt;</description></item></channel></rss>