When culture goes wrong
Culture in agile, remote and hybrid working.
- Level
- Bitesize
- Learning time
- 1 hour 30 minutes
- Where
- Culture in Organisations
- Price
- £39
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
Overview and Outcomes.
Overview
The office was never the culture; it was simply where culture happened by accident. This module reads the Agile Manifesto as a set of cultural bets, then examines what remote and hybrid working remove, from hallway conversation to belonging cues. GitLab and Automattic show culture rebuilt on purpose, and the module addresses proximity bias, hybrid's two-tier risk, asynchronous communication, deliberate redesign and remote onboarding. Volkswagen's Dieselgate, the Wells Fargo cross-selling scandal, Theranos and Uber under Kalanick span four industries but share one shape: aggressive targets weakly checked, a personal cost to raising concerns, and problems that started small and compounded. Each case is read through the Cultural Web, Schein, psychological safety and Sull and Sull, alongside Asch and Milgram on why decent people go along and how boards can hear warnings earlier.
What you'll develop
In this Bitesize, you will develop the ability to:
- Explain why agile is a culture bet rather than a project method, using the cultural assumptions behind the Agile Manifesto.
- Identify what remote and hybrid working remove from a culture, including the risks of proximity bias and a two-tier workforce.
- Plan the deliberate redesign of belonging, visibility of contribution, informal learning, trust and onboarding for a remote or hybrid team.
- Explain the shared shape of the Volkswagen, Wells Fargo, Theranos and Uber failures by using several culture frameworks together.
- Identify the early warning signs common to all four cases, including silence, and the psychological reasons decent people go along.
The Modules.
1 hour 30 minutes of learning.
- 09Culture, Agile and Remote and Hybrid WorkingThe office was never the culture; it was simply where culture happened by accident. This module reads the Agile Manifesto as a set of cultural bets, then examines what remote and hybrid working remove, from hallway conversation to belonging cues. GitLab and Automattic show culture rebuilt on purpose, and the module addresses proximity bias, hybrid's two-tier risk, asynchronous communication, deliberate redesign and remote onboarding.43 min
- 10Cultural Failures: When Culture Goes WrongVolkswagen's Dieselgate, the Wells Fargo cross-selling scandal, Theranos and Uber under Kalanick span four industries but share one shape: aggressive targets weakly checked, a personal cost to raising concerns, and problems that started small and compounded. Each case is read through the Cultural Web, Schein, psychological safety and Sull and Sull, alongside Asch and Milgram on why decent people go along and how boards can hear warnings earlier.43 min
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 hereBitesize, 1 hour 30 minutes, £39
- Next stepFocus, Culture in a changing world, 3 hours, £69. Already own the Bitesize? You pay £30.
- Explore, Changing culture, 4 hours, £129. Already own the Bitesize? You pay £90.
- The whole topicImmerse, The way we do things here, 8 hours 30 minutes, £249. Already own the Bitesize? You pay £210.
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
Also part of: When things go wrong
Other Bitesize in the Culture in Organisations topic
- How things really get done hereOrganisational culture: positive and toxic1 hour 30 minutes£39
- Lenses on cultureCulture models: Hofstede, Schein and Denison1 hour 30 minutes£39
- Reading the signsCultural web and diagnosing culture1 hour 30 minutes£39
- Trust at the heartCulture change, mergers and psychological safety1 hour 30 minutes£39
- Culture without bordersCross-cultural working and culture case studies1 hour 30 minutes£39
