I agree that self-help books may have dubious value, but not because they try to force people into a "prescribed culture". What the OP needs is someone who car

I agree that self-help books may have dubious value, but not because they try to force people into a "prescribed culture". What the OP needs is someone who cares about him, a mentor, to give him a much-needed reality check when challenging interactions occur at work. There's no replacement for someone who can perceive things which you can't to tell you what is _actually_ going on in any particular situation. The problem with a book is that it can't, usually, force someone to see things in a different way. In other words, a book can't tell you "No, stop, your interpretation is all wrong!" A human-being can. I recommend that the OP seek out a trusted colleague who can mentor him through this. That said, there IS a book I recommend. "Fearless Change: Patterns for Introducing New Ideas" by Linda Rising. It is all about effective strategies for introducing new ideas into organizations which are naturally resistant to change. The OP indicated there's a problem with the org accepting his ideas. I see this a lot-- really smart technical people who see solutions but can't get them implemented because of organizational obstacles. Some mindsets will act like a bull in a bull-fight and just keep charging head-first only to get increasingly frustrated. The book gives some ways to approach organizational blocks by taking a longer view and enlisting the critical cooperation of others (and no, that does not mean merely making a logical argument).