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Culture in Organisations.

The complete culture topic in a day: reading, modelling and diagnosing culture, then changing it through mergers, hybrid working and lessons from cultural failure.

Level
Immerse
Learning time
8 hours 30 minutes
Where
Culture in Organisations
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

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Certificate of Completion, or Certificate of Completion and Assessment with a short assessment

About this course

Overview and Outcomes.

Who It's For

Leaders treating organisational culture as deliberate leadership work

Overview

This programme is a full day in depth on the way things are really done in organisations, and on how leaders can change it. It moves from Schein's definition and the difference between strong and healthy cultures, through the major models from Hofstede and Handy to the Competing Values Framework and Denison, into diagnosis with the Cultural Web and the culture carried by structure and process. The second half turns to change: embedding mechanisms, mergers, psychological safety, hybrid working, cultural failure at Volkswagen and Wells Fargo, and cross-sector partnership, ending with a capstone and a combined self-assessment.

Aims

This programme aims to develop leaders who treat culture as deliberate leadership work: able to read it honestly, diagnose it with colleagues, shape it through everyday decisions and structures, and keep it healthy through change, hybrid working and partnership with others.

In summary, you will be able to:

  1. Explain what culture is and compare the major models of culture, choosing the right lens to describe, diagnose or track culture over time.
  2. Apply the Cultural Web, Schein's three levels and a psychological safety audit together to diagnose your own organisation and its structures.
  3. Lead deliberate culture change through mergers, hybrid working and partnerships, acting on early warning signs drawn from major cultural failures.

What you'll develop

By the end of this Immerse, you will be able to:

  1. Explain what organisational culture is, using Schein's definition, and distinguish it from climate and from employer brand.
  2. Describe Hofstede's dimensions, Handy's four culture types and Trompenaars and Hampden-Turner's seven dilemmas, and explain what each lens is built to show.
  3. Describe the six elements of the Cultural Web and explain how they reinforce the paradigm at its centre.
  4. Explain what psychological safety is and is not, and how it combines with high standards to create a learning zone.
  5. Explain the shared shape of the Volkswagen, Wells Fargo, Theranos and Uber failures by using several culture frameworks together.
  6. Apply several culture frameworks together to explain the outcomes at NASA, the Ritz-Carlton, a merging council and Basecamp.
What is inside

Built from 6 parts.

8 hours 30 minutes of learning.

  1. 01How things really get done hereOrganisational culture: positive and toxicBitesize2 modules
  2. 02Lenses on cultureCulture models: Hofstede, Schein and DenisonBitesize2 modules
  3. 03Reading the signsCultural web and diagnosing cultureBitesize2 modules
  4. 04Trust at the heartCulture change, mergers and psychological safetyBitesize2 modules
  5. 05When culture goes wrongCulture in agile, remote and hybrid workingBitesize2 modules
  6. 06Culture without bordersCross-cultural working and culture case studiesBitesize2 modules
Where it fits

Keep going.

Part of the Culture in Organisations topic.

How credit works

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