For new and experienced professionals alike, being able to explore and analyze personal behavior and thinking styles for improvement and awareness in a focused and disciplined manner can provide a launch pad for personal achievement.
But my industry is different! … We often hear this from our clients when we present data-based evidence that Constructive organizational norms lead to increased effectiveness, while Defensive norms decrease effectiveness. But are industry-specific norms and expectations for interacting with others and approaching work hindering our potential for success? Let’s dive deeper. The Impact of Industry Standards on […]
Organizational culture and safety performance are inextricably linked. In order to improve safety performance, the organizational culture must be assessed and then employees engaged in improvement efforts.
The need for teams to efficiently reach innovative solutions is at an all-time high. Here are three very different kinds of teams that found success using a common approach.
Talent is attracted to your company based on the culture and image your organization presents, which is visible from the outside. But a sought-after culture starts on the inside. What is seen on the outside is merely an expression of what is really happening on the inside. To create a sought-after culture, you must first stabilize your internal environment to cultivate a thriving culture.
Key insights for creating a remarkable workplace culture! It’s been an exceptional year of shared learning through case examples, stories, and posts on best practices, and we’re delighted to share the following blog posts that garnered the highest traffic during the past year.
We are experiencing a historic shift in how people view the importance of culture and culture change. As a result, most CEOs and other top leaders will be expected to understand and deal with culture challenges proactively, or they will be considered both financially and morally negligent. Yes, financially and morally negligent. We are seeing top leaders held accountable for their own behavior and for unacceptable behavior deep in their organizations at a level we have never witnessed before. This is driven by a much greater culture shift in society—and it is long overdue.
Josh Bersin, principal and founder, Bersin by Deloitte, Deloitte Consulting LLP, fascinated the crowd with the interesting perspectives on culture he shared at the 2nd Annual Ultimate Culture Conference.
Organisations are clamouring to join the race to proclaim their higher purpose, raison d’être, new principles and supporting values and programmes. And imbed sustainability consciousness into their culture. It seems that business has awakened to the need to heal, sustain and nurture the environment, society and the economy; to adopt people, planet and profit bottom lines. There has been an accompanying proliferation of sustainability consultancies, service providers, academic papers and conferences.
Organisational Culture has been a focus for business for more than three decades and demands attention as organisations try to attract talent, overcome low engagement levels, and build their reputations and sustainability. Culture (including organisational culture) reflects in shared meaning, characteristics and behaviour (internally and with the outside world). A workable definition derived from Hofstede for organisations, “it is the mental programming that we inherit from our ancestors and pick up from the people around us.”1 In juxtaposition is Jung on the development of individual character, “The more intensively the family has stamped its character upon the child, the more it will tend to feel and see its earlier miniature world again in the bigger world of adult life. Naturally this is not a conscious, intellectual process.”2
This is the 100th post on Culture University and it’s only fitting I summarize 100 of the top culture insights shared by the outstanding line-up of culture expert and guest authors over the last two years. The purpose of CultureU is to positively impact society on a global scale through culture awareness, education and action.
We’re making progress bringing visibility to culture facts and fundamentals that go beyond all the superficial and over-simplified culture content. These insights barely touch the surface of the important subject of culture but hopefully it will spark your interest to learn more.
I continue to learn at a fast rate from the CultureU faculty and guests. You may download the complete list of Top 100 Culture Insights at this link.
Here are 15 that stood out to me personally.
Grâce cette publication, vous pourrez accélérer le changement de votre culture organisationnelle. Chaque leader comprendra ici les bénéfices des réflexions critiques sur la culture ainsi que la résolution de problèmes, le changement, l’engagement, la stratégie, le recrutement et le consulting avec Edgar Schein, Professeur Émérite au MIT Sloan School of Management et personnalité la plus influente dans le domaine de la culture.
This is the fifth in a series of blogs about virtuous organizations — businesses where employees model the highest aspirations of human kind. In this series, authors Graham Williams and Gerald Wagner draw on examples and insights from around the world — Brazil, USA, India, Netherlands, New Zealand, Pakistan, Thailand, and Turkey. Readers may be pleasantly surprised by how many virtuous companies already exist! The series addresses what makes these virtuous organizations tick and what practices they have in common, telling compelling stories about the power of positivity. While everyone is likely to enjoy these case studies, organizational leaders in a position to affect culture change are likely to benefit most.
This is the first in a series of blogs about virtuous organizations — businesses where employees model the highest aspirations of human kind. In this series, authors Graham Williams and Gerald Wagner draw on examples and insights from around the world — Brazil, USA, India, Netherlands, New Zealand, Pakistan, Thailand, and Turkey. Readers may be pleasantly surprised by how many virtuous companies already exist! The series addresses what makes these virtuous organizations tick and what practices they have in common, telling compelling stories about the power of positivity. While everyone is likely to enjoy these case studies, organizational leaders in a position to affect culture change are likely to benefit most.
Many modern organizations are locked into a mindset – an organizational culture – that began with the Industrial Revolution in eighteenth-century Britain and was fully developed during the Second Industrial Revolution in the US. The great success of these revolutions – creating modern business and generating huge wealth – makes it easy to believe that what worked as a way of managing great corporations in the early 1900s is still the best way to run an organization in the twenty-first century. But times have changed.
