Culture design involves simplifying the complicated
Daniel set out to 'crack' the universal truths regarding high performing groups. Many of the real life stories featured relay key concepts we have explored in the 2 day training you have been on as a group.
Your training thus far, however, has also integrated a deeper look into the social science, performance, humanities and neuropsychological underpinnings behind culture, within a broader organisational setting. Lack of such scientific foundations is one of the key critiques of Daniel's work, alongside of his apparent one dimensional approach to culture.
Such universal principals can indeed appear to present as a 'one size fits all' (in this case, Daniel's work and perspectives has also been critiqued for presenting a narrow, predominant American white male world view).
Nonetheless, for those of us who hold a deeper understanding of culture and cultural diversity, we are able to recognise the place for these simple universal principles in creating a foundation for transformative organisational change, particularly when located within a broader context.
We delve into the realm of diversity and inclusion from a systems lens in upcoming Modules. However first we have a few more steps to cover, beginning with our some of our key learning outcomes.
What have we learnt so far?
1. High Performing Organisations...
Require an organisational system that focusses on enabling our people to behave like 4 year olds, to be able to freely express what is on their minds, without fear holding them back.
2. Systemic Change...
Requires the leaders and culture change makers to focus on building a 'responsive people system' where all those working within the sub systems are able to behave like 4 year olds (or those honey bees!!!). Key to this is integrated feedback looping between the systems, formal and informal.
3. Understanding behaviour...
Enabling your organisations people to not be focussed on others opinions, rationale or behaviours of others but on the goal at hand, requires us (the leaders and change makers) to understand what motivates behaviour and collective thinking. It also requires ensuring our organisational culture reflects one of accepting each other and embracing differences, capitalising on 'collective genius'.
4. Transforming mindsets...
Is the key task at hand, starting with our own (we will learn much much more about 'how to' influence others, in the upcoming Modules).
5. Unleashing potential...
Requires the deliberate creation of a safe organisational workplace, where your people are able to express their creativity and thinking freely. Enabling members to put all their energy into progressing the task at hand and achieve the desired outcome. It involves embracing vulnerability, starting with real spaces for real conversations.
All people at work...
Let's begin to look at the process involved in intentional culture design
Keeping it SIMPLE
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