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Author: adaptivecultures

How engagement surveys can reinforce the status quo 

Survey making and taking has become part of our way of living and doing business. These range from customer feedback surveys to engagement, climate and culture surveys. As our clients understand more about how people and culture can evolve, they begin to realise that many traditional surveys can have an adverse impact on capacities they ...

Evolving Beyond Traditional Worldviews – The Insights Diagnostic

In our experience, we have found that many diagnostics and surveys have inbuilt assumptions about one right answer, about static relationships between cause and effect, or that all perspectives are equally informed. Survey results gather the perceptions and observations of individuals. Any observation an individual makes of others or a culture is informed by their ...

Beyond Engagement Surveys

In the last two decades, Employee Engagement Surveys (EES) have been widely used to gain important insights into organisations and to assess performance. As organisational contexts become more complex and unstable, and thinking about engagement and culture has progressed, organisations are seeking measures to adequately capture the emerging drivers of performance. In a dynamic environment, ...

5 Essential Attributes to Evolve Through Disruption

In the first lockdown, we made significant progress towards flexible work arrangements. As things eased, rather than allowing genuine worker-led flexibility, there has been a desire to control when and how people work. While a lot of organisations have picked up the language and concepts of complexity and adaptation during our recent disruptions, our observation is that many of ...

Building Organisational Capacity through Cultural Evolution

Our understanding of change, leadership and development is constantly evolving. Yesterday’s formulas and methods may no longer be relevant. Current world conditions require that we find ways to continually evolve our understanding and methods around cultural and personal transformation. To evolve to a new stage of cultural evolution, the capabilities, mindsets, behaviours and processes that ...

Thinking differently about Culture – Part Two

In Part 1 of this article, we shared frameworks used to explore the potential of a co-evolving organisation. As you consider evolving your organisation, leadership and culture, the following ideas, principles, perspectives and questions may be of interest.  These questions and perspectives were generated in a recent Adaptive Cultures community gathering. The conversation explored ways ...

Thinking Differently About Culture – Part One

How often do potentially expansive discussions devolve into people sharing from experience and expertise rather than thinking critically and generating new or original ideas? Insight from a workshop we ran in 2019, 35 people from at least 20 different organisations came together to discuss how to enable positive cultural evolution in our organisations and worlds. ...

Building an Adaptive Education System with Future Schools Alliance and Adaptive Cultures

Future Schools Alliance (FSA) and Adaptive Cultures are partnering in exploring ways to progress the great challenge; how to evolve such a complex system as our current education system.  FSA are global thought leaders in education transformation and the future of schooling. Adaptive Cultures are global thought leaders in enabling the evolution of complex systems. ...

Supporting Aged Relatives Through COVID-19

Caring for life, family and community during COVID-19 Over the last weeks, at Adaptive Cultures much of our focus has been on supporting our team and our clients through extraordinary disruption.  Above and beyond this, we have also had the needs of families and friends take centre stage as I am sure many of you ...

Attributes of Social influencers and cultural carriers

Adaptive Cultures’ clients often ask: “How many people do we need to engage in the transformation for cultural evolution to occur?” The number of people is critical, and we often see powerful momentum building when around 30 per cent of an organisation has started to work in a new way and think from a different ...
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