Where culture meets change
Organisational culture and public sector change.
- Level
- Bitesize
- Learning time
- 1 hour 15 minutes
- Where
- Leading through Change and Conflict
- 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
Culture decides what a change becomes once it leaves the plan. This module uses Edgar Schein's three levels of culture, a words and systems matrix, and the McKinsey 7S framework to show why changes stall when shared values and style are untouched. It sets out five levers for culture change and examines South Wales Fire and Rescue Service, where completing actions proved not to be the same as changing culture. In public service, change happens in public, and legitimacy is part of the work. This module explores political direction, accountability, many owners and statutory duties, then uses Mark Moore's strategic triangle, the five ways of working in the Well-being of Future Generations (Wales) Act 2015 and Arnstein's ladder of participation. Local government reorganisation in England and the Welsh default 20mph limit show how permission is earned and lost.
What you'll develop
In this Bitesize, you will develop the ability to:
- Explain Schein's three levels of culture and why change aimed only at artefacts and espoused values tends to fail.
- Place a culture change on the words and systems matrix and identify which 7S elements it leaves untouched.
- Apply five levers for culture change and assess whether change is embedded using evidence beyond your own action plan.
- Explain what makes public service change different and why legitimacy must be designed into a change from the start.
- Use Moore's strategic triangle and the five ways of working to assess value, permission and capacity in a change.
The Modules.
1 hour 15 minutes of learning.
- 06Culture and ChangeCulture decides what a change becomes once it leaves the plan. This module uses Edgar Schein's three levels of culture, a words and systems matrix, and the McKinsey 7S framework to show why changes stall when shared values and style are untouched. It sets out five levers for culture change and examines South Wales Fire and Rescue Service, where completing actions proved not to be the same as changing culture.37 min
- 07Leading Change in Public ServicesIn public service, change happens in public, and legitimacy is part of the work. This module explores political direction, accountability, many owners and statutory duties, then uses Mark Moore's strategic triangle, the five ways of working in the Well-being of Future Generations (Wales) Act 2015 and Arnstein's ladder of participation. Local government reorganisation in England and the Welsh default 20mph limit show how permission is earned and lost.40 min
Keep going.
Part of the Leading through Change and Conflict topic, also sold whole as Through change, together.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 15 minutes, £39
- Next stepFocus, Culture, scale and friction, 4 hours, £69. Already own the Bitesize? You pay £30.
- Explore, Leading change, 6 hours, £129. Already own the Bitesize? You pay £90.
- The whole topicImmerse, Through change, together, 11 hours, £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: Change that sticks
Other Bitesize in the Leading through Change and Conflict topic
- Why change is hardLewin, Kotter, Bridges and the change curve2 hours£39
- The human side of changeResistance to change and communicating change1 hour 15 minutes£39
- Change with people, not to themEmployee engagement and large-scale change1 hour 15 minutes£39
- Where conflict comes fromUnderstanding workplace conflict and escalation1 hour 15 minutes£39
- The conversations we avoidConflict styles and difficult conversations1 hour 15 minutes£39
- Conflict across the boundariesTeam conflict, justice and industrial relations1 hour 15 minutes£39
