Changing culture
Trust, cultural failure, mergers and hybrid working.
Half a day exploring how culture changes: embedding mechanisms, mergers, psychological safety, hybrid working and the warning signs behind cultural failures.
- Level
- Explore
- Learning time
- 4 hours
- Where
- Culture in Organisations
- 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
Leaders shaping culture through mergers, hybrid working and partnership
Overview
Culture changes one decision at a time, and this programme is about making those decisions deliberately. It sets out Schein's embedding mechanisms, ways to measure culture and the evidence on change that sticks, with lessons from IBM, HP and Compaq on culture in mergers. It builds psychological safety through Edmondson and Coyle, examines hybrid working and agile as cultural choices, and reads Volkswagen, Wells Fargo, Theranos and Uber for the shared shape of failure. Erin Meyer's Culture Map and sector pressures inform partnership work, and a capstone brings the frameworks to bear on four contrasting organisations.
Aims
This programme aims to equip leaders to shape culture on purpose through mergers, hybrid working and partnership, by building the safety for bad news to travel and the discipline to notice and act on early warning signs before harm is done to staff or the public.
In summary, you will be able to:
- Plan a culture change or merger that builds on existing strengths, applying Schein's embedding mechanisms and a culture due diligence checklist.
- Build psychological safety and deliberate belonging in teams that work in person, hybrid or remotely, using Edmondson, Coyle and a short safety audit.
- Apply lessons from major cultural failures and cross-sector partnerships to spot early warning signs and protect those who raise concerns.
What you'll develop
Across this Explore, you will develop 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.
- Explain why agile is a culture bet rather than a project method, using the cultural assumptions behind the Agile Manifesto.
- Explain the shared shape of the Volkswagen, Wells Fargo, Theranos and Uber failures by using several culture frameworks together.
- Describe Meyer's eight Culture Map scales and use them to explain friction in cross-national and cross-organisational work.
- Apply several culture frameworks together to explain the outcomes at NASA, the Ritz-Carlton, a merging council and Basecamp.
Built from 3 parts.
4 hours of learning.
- 01Trust at the heartCulture change, mergers and psychological safetyBitesize2 modules
- 02When culture goes wrongCulture in agile, remote and hybrid workingBitesize2 modules
- 03Culture without bordersCross-cultural working and culture case studiesBitesize2 modules
Keep going.
Part of the Culture in Organisations topic, also sold whole as The way we do things here.
Go deeper, and pay only the difference
- You are hereExplore, 4 hours, £129
- The whole topicImmerse, The way we do things here, 8 hours 30 minutes, £249. Already own the Explore? You pay £120.
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. Prices per person. Read the full terms