Unlike many in the leadership and culture space, we are pretty sceptical of the value of most 360-degree feedback and culture surveys. We have found that most diagnostics and surveys have a fixed or mechanistic view of human beings and culture, inbuilt assumptions about a final destination, or assume that all perspectives are equally informed. ...
“Following the successful completion of a large project, a financial services organisation conducted a “retrospective” to identify the project success factors. The retrospective identified many activities that were well executed, but little that distinguished this from other projects. Not satisfied with this, the project manager sought to understand what was unique or different about this ...
Executive Summary The Interim report of the Royal Commission demonstrates that, despite various reviews and historic incidents, the subsequent changes in regulations and practices have not led to the desired effect on customer outcomes. It also demonstrated that short-term incentives are likely to have contributed to ineffective outcomes. The following are Adaptive Cultures’ perspectives on ...
There has been a huge uplift in the link between risk and culture. This interest is from regulators, Boards and senior executives. The term risk culture is often used to describe how the culture of the organisation shapes the way it considers, manages and exploits risk. Risk professionals, in particular, the Chief Risk Officer (‘CRO’), ...
Many of us have been brought up to believe that we will get better outcomes if we pay people incentives. This theory is based on behavioural experiments conducted on rats in laboratories, which has since been disproven by a range of different studies. Extensive research over various time periods (involving human beings) demonstrates that short-term ...
The Adaptive Cultures Community consists of passionate culture practitioners and leaders. Together we are developing collective insight and practices to enable more adaptive organisations and communities. Our aim is to embody the highest aspirations we have for the cultures of the organisations and communities we work with. This includes continual evolution of us as individuals, ...
How to avoid the Kool-Aid effect “When a cult grows up it becomes a culture” Jan Shipps Any culture which is too attached to their view of the world being the only right one, best or even necessary to their survival is at risk of becoming a cult and suppressing their ability to adapt. The ...
