Get Started for FREE
Sign up with Facebook Sign up with X
I don't have a Facebook or a X account
 Your new post is loading...
Your new post is loading...
Scoop.it!
One of the most significant changes made to the ADF in recent times was about who could work, not how they did so. 
No comment yet.
Sign up to comment
|
Scoop.it!
'Culture ideally should enable the aspirations, strategy and purpose of an organisation', but only a few weeks ago, this quote from an article by Ray McLean from Leading Teams hit me hard. 'At times it seems we speak about culture as though it is a person – someone else to blame'.
Andrew Gerkens's insight:
The world is evolving and so too, must our organisations if they are to survive and thrive. This article is the first in a series sharing my experiences using cultural evolution to help leadership teams build the capacity of their organisations to deliver, adapt and grow.
It explores the Adaptive Cultures framework I have been exploring as part of the practitioner program and applying to my work.
|
This article is a fantastic exploration of organisational culture, including how culture often gets blamed and how large scale reform programs offer a visible (marketable), but largely superficial response.
The article explores the opportunity for smaller and more localised interventions. I particularly enjoyed the exploration of :
network analysis and structural aspects of culture (buildings/infrastructure, policies, procedures) that support underlying power structures. These highlight the importance of social and structural levers for evolving culture, in addition to the Individual Transformation lever, which includes values, behaviours and competencies and is often the soul focus..