Over the past 20-30 years, companies and other work functional groups have taken note of organizational culture. Mission statements, visions, and values have been formalized and emphasized in new employee training and restructuring efforts. Meanwhile, human resource departments have emerged as critical to company compliance and environmental stability. At the same time, interpersonal communication--at varying levels of organizations--continue to shape employee attitudes and behaviors. As companies aggressively or passively develop organizational culture, they risk the emergence of counterculture. Counterculture arises as two or more people find disagreements with company objectives, company operations, supervisory/co-worker attitudes, and other primarily internal concerns. Specific issues include company rules, disciplinary actions, quotas, and communication (or lack thereof). In some cases, managers and peers notice resistance developing and seek to squash it. At other times,