Zero harm is a universal aspiration. But you can be perfectly safe and go perfectly broke. How can we ensure the best chance of achieving zero harm while providing a sustainable and competitive return to our shareholders?
If we want positive cultural change in our organisation, we’ll need more than a simple redesign of surface artefacts. More even than challenging espoused beliefs and values. We must courageously explore the basic underlying assumptions that determine behaviour, perception, thoughts, and feelings.
Many executives expect: ‘I set the course, you manage the project, they deliver the work.’ But reality feels more like: ‘I expect results, you promise me a deadline, they’re late again.’ How do different subcultures understand each other?
This is Part 2 in the series on Change Management | Read Part 1 The Beatles still top the charts with 20 No.1 singles and 19 No.1 albums, more than fifty years after they broke up. So, what can this extraordinary group tell us about culture, change and success?
No matter how much you know, it will never be more than a pebble on the beach compared to the vast oceans of what you don’t know. But what if we can establish better ways of learning and sharing our knowledge together?