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

Transitioning to Virtual Facilitation: Five Key Considerations

By Lilac Kordansky and Janet Szumal, PhD

Although virtual facilitation may pose certain challenges, a digital structure also offers many advantages. The insights here will provide you with ideas for designing and delivering engaging learning programs when you and your participants are geographically dispersed.

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History will show this period may be one of the greatest learning opportunities that organizations will ever have. The stakes are high; the decisions that CEOs make will determine the trajectory of their organization, not only for the next few months, but for the next few years.

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Before COVID-19 became a pandemic, the majority of people around the globe were already working remotely and interacting electronically part of the time. However, now that entire organizations are required to temporarily work from home, employers have become increasingly concerned about whether their teams will be able to solve problems effectively and achieve goals in a virtual environment. What can leaders and managers do to support team members to work together effectively?

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Share Something Meaningful with Your Top Leaders

By Janet Szumal, PhD

Among the most important and unique points of Creating Constructive Cultures is that leaders affect culture—and culture affects leaders. At least half of this is missing from just about every culture conversation.

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Aligning Post-Merger Culture Integration

By Human Synergistics

While it’s never an overnight change, culture transformation is a vital part of an organization’s success when done correctly. With 12 years of experience and the assessment tools that provided quantitative data showing where we are, where we want to go, and how we need to get there – Inclusa’s culture journey seemed attainable.

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Leading Culture Change in a Legacy Organization

By Madeline Marquardt

Long-overdue recognition of the role that culture plays in organizational performance is resonating across business and governmental entities. However, close examination reveals most of the conversations about the need to improve organizational culture remain just that. Few organizations readily initiate actions to undertake a comprehensive effort aimed at shifting to a culture that would better serve the organization in addressing performance challenges or a shift in strategy.

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How to Avoid 5 Lethal Culture Landmines

By Magi Graziano

While most awake and aware leaders say they want a constructive corporate culture, many are uncertain of what it really takes to cause cultural change. Consequently, many executives and managers unintentionally create conditions in their work environment for a destructive culture to ferment and metastasize throughout their organization. This happens when leaders focus too much on the task dimension and lose sight of the culture dimension. When leaders step over, ignore, or inadvertently reward the five lethal landmines, culture and strategy alignment fragment and fall apart.

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In 2017, THRUUE launched a podcast interviewing leaders about their experiences closing the gap between strategy and culture. Recently, Tim Kuppler, Director of Culture and Organizational Development at Human Synergistics, sat down with CultureGap podcast host Daniel Forrester and executive producer Becca Conary for a reflective interview on what they've learned from leaders around the world who seek to close the gap between culture and strategy.

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The heartwarming movie, Hidden Figures, reveals the overlooked and crucial contributions from a pivotal moment in American history. Through historical footage, we are treated to President John F. Kennedy speaking about NASA’s mission to land a man on the moon. President Kennedy galvanized an entire country behind a seemingly mind-boggling task: to send a man to the moon and return him safely to earth. The team at NASA easily understood and connected with the mission, vision and values that the President espoused. In the same way, leaders and organizations that succeed in connecting their people to a greater purpose can expect to reap the rewards of a robust culture along with healthy outcomes.

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Leading is not dependent on title or placement on an organizational chart. Nor is it confined to office walls. ERDMAN’s Integrative Thinking. Healthier Communities. occurs when our technical experts realize the importance of developing our leadership excellence is even more vital. ERDMAN’s culture journey has focused on developing a culture of leadership in which people at any level can grow into leaders, support each other’s development, achieve goals, and fulfill shared purpose.

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As social and emotional beings, we have a deep need to belong and also to be valued for our unique contributions. When this doesn’t happen in healthy, mature and constructive ways, we seek out ways to get our needs met in unhealthy, immature and destructive ways. When our motives, language and actions become harmful to ourselves and to others, it is time for a detox.

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"Il n'y a pas de" je "dans l'équipe." Nous l'avons tous entendu. Beaucoup d'entre nous l'ont probablement dit, peut-être même en plaisantant. Mais ce bref adage, aussi cliché que cela puisse paraître, contient beaucoup de vérité, et pas seulement pour les équipes sportives.

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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. 

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Does Culture HAVE to Eat Strategy for Lunch?

By Catherine M. (Cathy) Perme

Without conducting a cultural assessment up front, we could have only guessed at the organizational dynamics. Having a cultural assessment gave us the information we needed. If you want reliable information built on solid research that validates clients’ experiences and gives you the levers for change, it's essential to use industry-recognized tools. The rest is up to you! 

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Our Ultimate Culture Conferences allow us to bring visibility to important insights from culture pioneers and progressive leaders. Recently, we shifted our focus to a regional format in partnership with major universities, and in September, we collaborated with the University of Wisconsin Center for Professional and Executive Development (CPED) to host our 1st Regional Ultimate Culture Conference. The following seven “ultimate culture insights” made an impact with the passionate audience of culture experts and change agents.

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Organizational Culture Assessment in a Non-Profit Organization

By Arief Kartolo, Carolyn Rauti and Catherine Kwantes

The usefulness of organizational culture as a construct for research and an assessment tool for organizations has been well established over the past decades.1 While research and practice involving organizational culture are, to a large extent, associated with for-profit organizations, crucial work in the usefulness of understanding organizational culture for non-profit organizations and its actual impact and practicality can be found in broad sectors of society.

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#1 Reason for Culture Change Success

By Donna Brighton

Successful culture change is a leadership commitment, not a project. Leadership is about action—behaving in new ways that set an example. Commitment is needed because employees look to the leaders to see whether their behaviors align with their words.

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