Bringing people together
Culture, trust and relationships.
A half day on culture, trust and relationships: reading and changing culture, bringing two cultures together, emotional intelligence, psychological safety, partnership and conflict.
- Level
- Explore
- Learning time
- 5 hours
- Where
- Leading people
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Officers and managers bringing teams, services and organisations together through change
Overview
When organisations come together, structures can be designed in weeks, but culture is decided one precedent at a time. This half day begins with Schein's three levels of culture, Deal and Kennedy, the Competing Values Framework and Denison, then the Cultural Web as a diagnostic tool. It explores how leaders embed and change culture, and what happens when two cultures meet, from IBM to HP and Compaq. It then turns to relationships: self-awareness and self-management in emotional intelligence, psychological safety and trust, the partnership continuum, and choosing how to meet conflict through Thomas-Kilmann and transactional analysis.
Aims
The aim is to develop leaders who can read the culture they are in, shape the one they need, and build the trust and relationships that let people work across old boundaries. It is for officers and managers bringing teams, services or organisations together who want to make culture and relationships deliberate rather than accidental.
In summary, you will be able to:
- Diagnose the culture of your team or organisation using Schein's three levels and the Cultural Web, and explain what happens when two cultures meet.
- Use emotional intelligence and psychological safety to build trust, so that bad news can travel while there is still time to act.
- Place your partnerships on the continuum and choose how to meet conflict deliberately, weighing the stakes and the relationship.
What you'll develop
Across this Explore, you will develop the ability to:
- Explain Schein's three levels of culture and why underlying assumptions, rather than espoused values, predict what people actually do.
- Identify Schein's embedding mechanisms, both day to day and through systems, and explain why they shape culture more than formal statements.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Explain what psychological safety is and is not, and how it combines with high standards to create a learning zone.
- Explain the working definition of partnering and use four questions to test whether a new partnership is genuinely needed.
- Compare the dual concern models and choose a conflict mode by weighing the stakes and the relationship.
Built from 7 modules.
5 hours of learning.
- 01Models of Culture II: Schein, Deal and Kennedy, the Competing Values Framework and DenisonCulture in Organisations41 min
- 02The Cultural Web: Diagnosing Culture in PracticeCulture in Organisations41 min
- 03Building and Changing Culture, and Culture in MergersCulture in Organisations44 min
- 04Self-Awareness and Self-Management in PracticeEmotional Intelligence39 min
- 05Trust, Safety and Strong CulturesCulture in Organisations41 min
- 06Foundations of Partnership WorkingWorking with Communities and Partnerships41 min
- 07Conflict Styles and ChoicesLeading through Change and Conflict39 min
