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Culture Really Does Matter

Leading Cultural Change Practitioner Programme

05 March 2019

 

Leading Cultural Change Practitioner Programme

https://www.culturalchange.co.uk/desktop/web/ckfinder/userfiles/files/The-Cultural-Change-Company-The-Generative-Cultural-Change-Practitioner-and-Leadership-Course.pdf

Within every organisation there are established ways of doing things. The choices we make regards behaviours, attitudes, and decisions, are controlled by the underlying culture of our organisations. A useful metaphor one can adopt is the idea of a cultural web. Your organisation is bound together by a web of assumptions and values that generate your expressive choices. These assumptions and values influence our expressive choices and behaviours and this process generates the cultural artefacts which stretch across the organisation and ensnare all team members in their web of control. For example if a management team assume that investing in leadership training is a strategic requirement, they will value leadership development opportunities and the artefacts they will generate will be things such as leadership award schemes, leadership development courses and appraisal systems geared towards analysing leadership standards across teams. If however, the management team do not assume that leadership development is a strategic requirement they will not value such learning opportunities and there will be a distinct lack of related cultural artefacts. Thus, change the basic assumptions you generate a change in related values and then a change in expressive artefacts and behaviours and thus you change culture at work. This model developed by Edgar Schein provides an excellent starting point for the analysis of cultural at work.

 

 

Most of the time your cultural web will lie below active conscious thought. However, whenever an attempt is made to change the cultural norms that govern the organisation you will immediately become aware. This is because of the tremor of anxiety that radiates throughout the cultural web alerting you to a possible change in your cultural system. This model of culture is very useful; to you as a manager as it protects the strategies, behaviours, values, and beliefs that have served you well throughout your history. However sometimes the cultural web need’s reviewed, it may need altered, or in some cases it may need transformed. This transformational goal involves the methodological process through which these change interventions are achieved successfully.

 

To support change leaders involved in cultural change projects we have developed a modular programme which can be viewed at www.culturalchange.co.uk under training products.

 

Leading Cultural Change Practitioner Programme

 

We all know that cultural change is a very specialised area of change practice, therefore, investing in the right training course is critical to avoiding an enormous amount of unnecessary anxiety and loss of resources. Your time and emotional investment in this course will protect you from excessive change management stress by revealing to you the pitfalls to avoid, and the successful methods you can use to engage all your stakeholders positively with your change agenda.

 

Most people would agree that this is messy, tough, emotionally demanding change work that is fraught with difficulties. This course provides a toolkit for the trained practitioner that will alleviate many of these difficulties.

Model of change practice

Our model of change practice involves 3 inter-related dimensions:

  1. Cultural change analytics

A significant aspect of cultural change involves analytical processes. A major fault line that plagues cultural change programmes is a weak cultural diagnosis of the change problem and this dimension addresses this problem.

 

  1. Establishing psychological safety in groups

 

A second major fault line connected with cultural change projects is the failure to establish psychological safety in groups. Group learning through dialogue is an essential aspect of cultural change work and fear of interpersonal risk taking inhibits individual and group learning; psychological safety has been defined by Amy Edmondson as just this phenomenon. This dimension of our model of change practice addresses this problem.

 

  1. Change leadership engagement strategies

The third fault line correlated with unsuccessful change projects is a lack of leadership engagement with followers. The process of building a change leadership network is critical and this involves a myriad of micro interactive change strategies. Throughout this course we will address many such strategies.

Summary

The broad aim of this action learning project is to work collaboratively with organisational change leaders to  develop many understandings and skill sets regarding managing and leading organisational culture. Throughout our shared learning journey, you will develop competent skills in culture analysis and the design and successful leadership of cultural change in your work settings.  Our legacy is to leave you with transferable skills that you can share with your colleagues and which will improve your change leadership capabilities through the acquisition of new learnings and the effective application of change methods.

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