Cultures are created by behaviours becoming the norm.
In the old Greek tragedies, when the plot became an unsolvable mess, a God (or few of them) came down from the sky, often on a mechanical platform ( deus ex machina) and solved the issue, ful[...]
Organizations have traditionally used a three-legged approach to creating a ‘culture’: Communications, training and compliance. None of those in isolation have the power to shape a culture. The three together are a good machine gun approach and, [...]
It seems to be very hard for people to get away from the idea that, if we just put individuals in a room and train them on 'something', the job of achieving that 'something' will be accomplished. And if not, we will just train them again.
This nai[...]
It’s a new world out there. You’ll realise this truth if you open the windows of your organization and let in the sun. (You’d be surprised how many companies are run with the windows closed or with some sort of shutters, just to avoid this pern[...]
What would be wrong with buying gazelles in the first place? The answer I hear sometimes is, ‘Well, the market has plenty of elephants, elephants are strong, have experience, particularly the ones who belong to big herds of …elephants. Besides, w[...]
The historical existence of several layers of management in any organization may be related to its size. In a command and control firm of some size, managers ensure that objectives are declared, and then check what is going on from people who are doi[...]
So if you have a ‘culture change programme’ that is based on adding more and more people going through a series of workshops, you have the maths wrong. Cultures are not created by training.
If you have 5000 people in the organization and you a[...]
In the old Greek tragedies, when the plot became an unsolvable mess, a God (or few of them) came down from the sky, often on a mechanical platform (deus ex machina) and solved the issue, full stop, end of story. Literally. Deus ex machina were like p[...]
The oil industry leaders/workers/people in the payroll who triggered the BP oil spill disaster, knew the rules, knew what needed to be done, knew what could go wrong. Yet, the disaster happened.
In small scale, in our Viral Safety™ programmes, p[...]
Organizations have traditionally used a three-legged approach to creating a ‘culture’: Communications, training and compliance. None of those in isolation have the power to shape a culture. The three together are a good machine gun approach and[...]
It’s a new world out there. You’ll realize this truth if you open the windows of your organization and let in the sun. (You’d be surprised how many companies are run with the windows closed or with some sort of shutters, just to avoid this pern[...]
What would be wrong with buying gazelles in the first place? The answer I hear sometimes is, ‘Well, the market has plenty of elephants, elephants are strong, have experience, particularly the ones who belong to big herds of …elephants. Besides, w[...]
A piece in The Guardian announces that Barclays is going to send 2100 Compliance Staff to the Judge Business School in Cambridge to be ‘trained by ac[...]
The historical existence of several layers of management in any organization may be related to its size. In a command and control firm of some size, managers ensure that objectives are declared, and then check what is going on from people who are doi[...]
Last week I was in a hotel and conference centre in Belgium, half way between Brussels and Antwerp, working with a client on the Kick Off meeting for a Viral Change project. I arrived late the previous even[...]
To search my website, please use the form below.
| | | | |
