Shaping culture and direction
Culture, mission, risk, change and top teams.
A day on shaping culture and direction: diagnosing culture, influence and negotiation, strategic management and mission, risk appetite, change from classic to adaptive, and leading top teams.
- Level
- Immerse
- Learning time
- 10 hours
- Where
- Strategy and the future
- Price
- £249
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
Directors, chief officers and senior leadership teams working in public or voluntary sector organisations
Overview
Senior teams shape culture, intended or not. The second part of the flagship Setting the course begins with diagnosing culture through Johnson and Scholes's Cultural Web, Conway's Law and the McKinsey Seven S framework. It turns to influence, from the Hollywood writers' strike to coalition building and ethical managing up. Strategic management follows, with Wheelen and Hunger's four stage cycle and Rumelt's warning against fluff, then the ISO 31000 risk process and risk appetite at board level. Change runs from Bridges and Kotter to Heifetz's adaptive challenges and the Leeds restorative city case, closing with top teams, Northamptonshire County Council, the Tavistock tradition and systemic team coaching.
Aims
The purpose is to help senior teams recognise that culture is what the top team does: diagnosing the culture they lead, setting a mission that genuinely rules things out, holding risk appetite with their board, and leading adaptive change together as a team rather than a collection of portfolios.
In summary, you will be able to:
- Diagnose the culture you lead using the Cultural Web, Conway's Law and the McKinsey Seven S framework.
- Write a mission and set a risk appetite that rule things out, drawing on Rumelt's warning against fluff and the ISO 31000 process.
- Lead adaptive change with your top team, learning from the Leeds restorative city case and from Northamptonshire County Council.
What you'll develop
By the end of this Immerse, you will be able to:
- Describe the six elements of the Cultural Web and explain how they reinforce the paradigm at its centre.
- Distinguish the distributive and integrative elements of a deal, and create value by trading issues that each side values differently.
- Distinguish strategic management from strategic thinking, strategic leadership and governance, and identify which kind of problem an organisation is facing.
- Use Failure Mode and Effects Analysis and the Structured What If Technique to identify risks precisely, asking how a process could fail rather than whether it will.
- Explain why the seventy per cent failure claim lacks valid evidence and define what success means before a change begins.
- Distinguish planned from emergent elements of a change and decide which parts can be designed and which must be grown.
- Apply team lenses such as voice, purpose and teaming to a real case, reading it forwards rather than with hindsight.
- Distinguish individual, team, group and systemic coaching and choose where the most useful leverage lies.
Built from 7 parts.
10 hours of learning.
- 01Reading the signsCultural web and diagnosing cultureBitesize · Culture in Organisations2 modules
- 02Alliances and corridorsCoalition building and office politicsBitesize · Influence, Persuasion and Negotiation2 modules
- 03Knowing what we are forStrategic management: mission, vision, valuesBitesize · Strategic Management2 modules
- 04How much risk is enough?Risk assessment and board risk appetiteBitesize · Strategic Risk2 modules
- 05Why change is hardLewin, Kotter, Bridges and the change curveBitesize · Leading through Change and Conflict3 modules
- 06At the top tableSenior leadership team developmentBitesize · Team Development2 modules
- 07Seeing the whole systemTavistock psychodynamic and team coachingBitesize · Coaching and Mentoring2 modules