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Author: Adaptive Cultures

Five key insights from Adaptive Cultures Practitioners

The irony of many culture models and practises is that static change models are applied within the context of a dynamic and changing world. If we accept that the world is constantly changing and evolving, the implication is that we need to find a way for organisations, as well as individuals, to constantly develop and ...

Enabling Human Centred Communities

Last week Adaptive Cultures launched its first practitioner program, a vision which had been gestating for over 5 years. The group who came together for our inaugural workshop was a mix of leaders and culture practitioners from a range of organisations and included leaders from private, public and not for profit sectors. All participants came ...

Sustaining the culture journey when times get tough

In a recent conversation, a CEO shared his exasperation of how slow his executive team was, in consistently demonstrating behaviours they had all agreed to. This was despite significant investment of time, a substantial shift in the behaviour and expectations of the CEO and a couple of team members taking genuine steps forward in their ...

Are more mature stages of culture better?

Have you ever noticed the wonder with which people look at a newborn baby? While it cannot walk, talk or reason, we don’t hold it as a better or worse human being than a 25-year-old. So why are we so obsessed at labelling cultures and stages of adult development as better or worse? In our ...

Becoming a world class culture practitioner

Knowledge does not equal effectiveness There are many diagnostic tools and methods available for culture practitioners.  These enable the practitioner to build knowledge and skill. Yet there are very few programs and practices available to deeply build the capacity of the practitioner. Capacity relates to awareness and adaptability.   For example, how aware am I of ...

Change resistant or resisting imposed change?

One of the most common complaints we hear from senior executives is that the people in their organisation are change resistant. This is evidenced by a lack of momentum on new projects and the regular questioning of new initiatives. While in some instances people may be change resistant, our experience in working with people who ...

Culture and the corporate psychopath

We all know he’s a psychopath, but he is so good at managing up that we’re afraid to say anything. We spoke to HR; they were empathetic but nothing changed. Where corporate psychopaths thrive, culture becomes an issue.  Where culture is an issue (bullying, political structures favour elitism and personal advancement) corporate psychopaths have the ...

Being resourceful always trumps being well resourced

A common complaint we hear amongst the various organisations we work with is that there are insufficient resources to achieve their objectives. Very often people experience reducing pools of resources to do even more. We have also observed organisations where there is little correlation between how well resourced they are and how well they support ...
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