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Create sustainable, high-performance cultures and impact the world.

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.

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This is the second post from a discussion between Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world. The discussion resulted in 12 key areas of common ground across qualitative and quantitative culture assessment and development approaches.

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What happens when you have a discussion with Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world? It was exciting to see this discussion unfold to a point where both were “blown away” by the amount of agreement and “common ground” that exists between the approaches they advocate.

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Create Constructive Cultures and Impact the World

By Robert Cooke, Ph.D.

Over 30 years of research across thousands of organizations using the Organizational Culture Inventory® has shown positive relationships between Constructive cultural norms (that is, expectations for members to behave constructively in order to “fit in”) and motivation, engagement, teamwork, quality, external adaptability and, ultimately, profitability.

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