Disempowering organizational culture, what does it mean? This is a long-winded way of saying how individuals, or organizations, destroy organizational culture. The flip side of weakening organizational culture would be to strengthen an organizational culture. This article discusses how individuals can identify the symptoms of a disempowering culture and how this can be reversed using the six values ​​identified by Gershon and Straub (2009). This article also contains four examples of symptoms present in the police department for which the author currently works, which are weakening the culture of that organization. An example of these disempowering symptoms are: (a) leaders' mindset about employees, (b) mistrust and cynicism, (c) thoughts or feelings not expressed freely for fear of retaliation, and (d) opportunities for learning and growth not pursued actively. Four of the above-mentioned symptoms are presented and discussed, as well as the author's position and the treatment plan defended. Empower your organization. How does an employee or manager empower their organization in a positive and productive way? And vice versa, how does an employee or manager undermine an organization? These are some of the questions that this paper will address on the path to understanding empowerment and the symptoms that an organization feels that is actually on the path to dysfunction. To better understand organizational dysfunction or helplessness, an employee, manager, or leader must first know what the symptoms of helplessness are in an organization Gershon & Straub (2009). To understand it better, here are the symptoms described by Gershon and Straub; (1) blame… half of the paper… and develop talent in organizations. Retrieved from http://www.empowermentinstitute.net/index.php/organizational/organizational-empowerment/57-organizational-empowermentHatch, A. S. (1966). Improve boss-man and man-boss communication. Journal of BusinessCommunication, 4(1), 19-39.Kotter, J. P. & Cohen, D. S. (2002). The Heart of Change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press. Kotter, J., & Cohen, D. (2002). Creative ways to empower action to change the organization: Cases in point. Journal of Organizational Excellence, 22(1), 73-82.Peng, Z., and Zhou, F. (2009). The moderating effect of supervisory conscientiousness on the relationship between employee social cynicism and perceived interpersonal justice. Social Behavior and Personality, 37(6), 863-864. doi:10.2224/sbp.2009.37.6.863