Culture that includes
Psychological safety, inclusive design and EDI data.
Around four hours on culture that includes: building and changing culture, trust and psychological safety, accessible and inclusive design, inclusive leadership, making EDI stick and three major UK cases.
- Level
- Focus
- Learning time
- 4 hours
- Where
- Leading people
- Price
- £69
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
Senior leaders, managers and EDI leads in public bodies and voluntary organisations
Overview
Culture is decided by precedent, one decision at a time. Built from Fair by design, this course begins with Schein's embedding mechanisms and the contrast between Gerstner's turnaround at IBM and the HP and Compaq clash. It turns to trust and safety, with Edmondson's three moves, Coyle's belonging cues and the bystander effect, then accessible and inclusive design, from the curb-cut effect to Ron Mace's principles of universal design. Inclusive leadership and allyship follow, with lessons from the Welsh Rugby Union review. It rounds off with Dobbin and Kalev on what makes EDI stick, and a capstone on Windrush, the London Fire Brigade review and Yorkshire County Cricket Club.
Aims
This Focus exists to help leaders build cultures where bad news can travel and inclusion is designed in rather than added on: testing whether people feel safe to speak, removing barriers before people meet them, and measuring representation, experience and outcomes honestly with named accountability.
In summary, you will be able to:
- Identify Schein's embedding mechanisms, and explain why they shape culture more than formal statements of values.
- Use the 5Ds of bystander intervention and the impact and repair approach to respond to everyday slights in your team.
- Plan honest measurement of representation, experience and outcomes, with named accountability and a grounded response to backlash.
What you'll develop
Through this Focus course, you will build the ability to:
- Identify Schein's embedding mechanisms, both day to day and through systems, and explain why they shape culture more than formal statements.
- Explain what psychological safety is and is not, and how it combines with high standards to create a learning zone.
- Apply the curb-cut effect, the seven principles of universal design and the persona spectrum to a service, building or document you manage.
- Explain why presence is not inclusion, using the diversity bonus, Deloitte's six signature traits and peer-reviewed evidence on inclusive climates and psychological safety.
- Distinguish the control tactics that Dobbin and Kalev found tend to fail from the engagement, contact and accountability approaches that work.
- Analyse a case by asking what the system did, not only what people intended, avoiding both the few bad individuals mistake and the everyone is guilty mistake.
- Plan a culture change that builds on existing strength and avoids the four common reasons culture change fails.
- Apply Edmondson's three moves and Coyle's three skills to build safety and belonging in your own team.
Built from 3 parts.
4 hours of learning.
- 01Trust at the heartCulture change, mergers and psychological safetyBitesize · Culture in Organisations2 modules
- 02Inclusion by designAccessible design and inclusive leadershipBitesize · Equalities and Diversity2 modules
- 03Making inclusion lastEDI data, targets, backlash and case studiesBitesize · Equalities and Diversity2 modules