At its core, the role of a Change Agent in culture change is to help leaders solve problems. Big problems, small problems. It begins with steady efforts to facilitate change that accrue into a collective transformation—change that takes place over time. It is more like a journey than a race. And the more stakeholders who join this journey, the better.
Blatant discrimination is now a much rarer phenomenon in the workplace than it used to be. Since the introduction of modern legislative policies (i.e., affirmative action in the USA and the Employment Equity Act in Canada), along with the increased awareness of social justice, issues pertaining to systematic or blatant discrimination in the workplace have decreased in the last decades.1
Culture experts and enthusiasts recently gathered in San Francisco for the 2nd Annual Ultimate Culture Conference. A theme of the day was that most leaders recognize culture as a critical factor for success, but it remains an elusive concept and has become an overused word. To kick off the conference, Tim Kuppler interviewed Rob Cooke, CEO of Human Synergistics, to explore culture along with some related constructs (like climate) that are sometimes confused or used interchangeably with it. Some of Rob’s answers to Tim’s questions are summarized here.
Recently, I had the privilege to lead a session with a management team where they wanted to explore their interaction style as a leadership committee. This was a global, culturally diverse, senior team—leading over 4,000 staff between them, performing critical daily tasks for the organisation, and defining the future strategy of their division with implications for the company at large.
Most people don’t talk about constructive cultures1 and correctional facilities in the same breath. If anything, we might imagine how rough and tumble a correctional facility needs to be to keep everyone, officers and residents alike, safe. The reality is nothing is further from the truth. Not only are constructive corrections cultures the safest; they also have the highest potential for helping those under supervision to turn themselves around.2, 3