In our previous article How social influence can hold your organisation back, we explored how approaches to social influence and motivation can evolve. At all stages of evolution, there are a number of factors that can influence healthy thriving. In this article, we explore practical ways to enable the kind of social motivation and influence that ...
How culture surveys can inhibit cultural evolution How to measure, assess and evolve culture is an increasingly asked question, with Boards in Australia and around the world having an increased responsibility in relation to culture oversight and awareness. However, traditional definitions and measurements may do more harm than good. In our previous article we explored how engagement ...
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. In our opinion, engagement and culture surveys, as we commonly know them, are on their way to being dead and buried. Yet many organisations keep them alive and ...
How social influence can hold your organisation back and how to use it to enable evolution – Part 1 Most organisations have espoused values and behaviours to describe how people ‘should’ act and interact. These can cover anything from treating each other with respect, through to being innovative and thinking strategically. The espoused values are ...
Perspectives from a risk practitioner and culture practitioners At a time when most Australian financial services organisations are rethinking their cultural frame and internal culture dialogue, risk culture and the general health of risk management is equally in the spotlight. This article shares some perspectives on the evolving nature of organisational and risk culture ...
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 ...
