“Cultural” problems are being blamed for sub-optimal performance and you want to stop the hand-wringing and do something practical about it.
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Some of the questions you want answered are here...
What do your people mean when they talk about “the culture”?
When they are assigning causation to the culture, are they right?
When there is agreement that “something isn’t right with the culture,” are people talking about the same thing?
Are some people talking about the way they feel about the way certain things are set-up?
Will some people be seeing things in terms of systems?
Given that communication challenges arise between people with a bias towards relationships and those with a bias towards taking action now, and those with a bias towards taking a wider, conceptual, systemic perspective, how do you remove the barriers to effective communication between these groups?
What is the basis of the premise that causative links exist between what people understand to be Culture and the current problems?
If you are planning on making changes, where do you start?
What factors will give you the biggest return on investment?
Do you start with your organisational structure?
How are you going to address the emotional response to changing power dynamics?
How does organisational structure make a difference?
How does it compare to other factors; the organisational narrative, the bases of power, leadership effectiveness, people development?
What practical actions can be undertaken to create change in priority areas?
What are you basing your strategy on?
How long will it take before you see a positive change?
How do leaders describe the current situation?
Where does the leadership team demonstrate they have a common perspective on the factors driving the performance of the organisation?
Is there causative relationship between the conduct of leaders and performance of their teams?
How is that relationship being established?
How could leaders’ personal styles, their behaviours and leadership strategies contribute to the situation?
To change the culture, do you need to change the people?
We can help answer these questions
RELIABLE ANSWERS TO THESE QUESTIONS ARE VITAL
Know the facts
Clear a clear view on what you are dealing with
Take effective action
Target the areas that will give you the greatest return on investment
Test to see that action taken to improve your culture is working
Consider the power and reach of a methodology that integrates all of these modalities
Let's talk about it
We’ll share how an integrated approach creates significant change