Analysis, conceptualization, and support.
Cultural development
An organization’s workplace culture does not arise from what is written in its mission statements, but from what has developed over time, and that is precisely why it is difficult to assess from within. It usually only becomes apparent when there is high turnover, sick leave increases, or conflicts come to light.
Developing and examining your own workplace culture is an ongoing process. I support this process over extended periods using a participatory approach, focusing on relationships, stressors, and the structures that emerge from them.
What is the goal
The process begins with a comprehensive picture of your workplace culture, derived from anonymous surveys, one-on-one interviews, and my observations of day-to-day work. From this, a program is developed that aligns with your actual needs, along with an internal group, the so-called “resonance group”, that drives the process and, after collaborative planning, knows exactly what needs to be addressed.
This creates preventive structures that lead to healthy and productive teams, as well as a framework within which existing challenges can be addressed. Both emerge, through a collaborative process, from the organization itself.
Who is it for?
Cultural development is well-suited for organizations that want to develop their workplace culture over the long term and can set aside the necessary time and ensure employee participation. Because leadership plays a key role in shaping the workplace culture, it must be included in the analysis and the process, just as much as the employees who interact with it on a daily basis.
Process
The questionnaires are anonymous, as are the individual interviews. Only information that cannot be traced back to specific individuals is included in the analysis.
The cultural initiative is designed to last one year, during which the analysis, program, and evaluation phases are carried out sequentially. The timeline is a suggestion, not a fixed schedule, because how closely the deadlines are spaced and how much time each phase requires depends on the size of your organization. Costs are based on scope and size; a reduced rate applies to nonprofit organizations.
What if management doesn’t want to participate?
Then this cultural initiative isn’t the right approach. Workplace culture is shaped in part by leadership, and a process that excludes management creates expectations that no one can meet.
What if the analysis reveals something no one wants to hear?
That’s the rule rather than the exception, because an analysis that only uncovers what’s expected wouldn’t have been worthwhile. The evaluation describes what was actually found within the organization, and the resonance group decides together with the leadership which of these points will be addressed moving forward.
What is the outcome after one year?
After one year, you’ll have the evaluation of your workplace culture and the results from the development program in hand. Your structures have been further developed, and you have a resonance group that understands the process and knows what needs to be worked on next. Whether that’s enough depends on how much has changed over the past year and how stable the new structures are. In addition, there may be issues that were deliberately set aside. We’ll make this assessment together during the evaluation.
How do we figure out if our collaboration is working well?
That’s a valid and important question. Since cultural work involves close and long-term collaboration, I recommend working together in smaller formats first. Options include team coaching sessions, workshops on specific topics, or conceptual work addressing a concrete challenge.
Do you have any questions or want to get a feel for how we’d work together?
Book a no-obligation initial consultation.