8 Comments

  1. I applaud your content and its intention! I would add, that in my experience, often team members have not taken the time to identify, define and think about how they operationalize their own PERSONAL Values in their lives and then take them into the workplace and confirm that they are in alignment with the organizations values.

    • Hi Betty, thank you for your comments. I agree. In work environment, reflective practices are often neglected and undervalued but it is very important to create a space where people can periodically reflect on their values and beliefs and how it impact their work. In my research, critical incidents (move to new position/company, drastically changing work environment e.g., merger, etc) often force people to think deeper what they believe and act. We can leverage the external events as well as intentionally create triggering opportunities such as workshops for people to reflect upon.

  2. I applaud your content and its intention! I would add, that in my experience, often team members have not taken the time to identify, define and think about how they operationalize their own PERSONAL Values in their lives and then take them into the workplace and confirm that they are in alignment with the organizations values.

    • Hi Betty, thank you for your comments. I agree. In work environment, reflective practices are often neglected and undervalued but it is very important to create a space where people can periodically reflect on their values and beliefs and how it impact their work. In my research, critical incidents (move to new position/company, drastically changing work environment e.g., merger, etc) often force people to think deeper what they believe and act. We can leverage the external events as well as intentionally create triggering opportunities such as workshops for people to reflect upon.

  3. Your framework is a very well thought-out approach a bottom-up Culture “definition” process. It starts with the individual, moves up to the team level to finally merge into a coherent organizational framework. Adding the strategic element of where the organization needs to evolve, top-down, would certainly ensure the output is both a reflection of the current organizational context as well as an ambition for change.

    • Thank you, Sylvain for your comments. Yes. Leaders play a supporting role in this bottom-up approach. The important thing is that employees feel their voices heard. The entire co-creation journey became shared learning experiences, which further strengthen the culture of organization.

  4. Your framework is a very well thought-out approach a bottom-up Culture “definition” process. It starts with the individual, moves up to the team level to finally merge into a coherent organizational framework. Adding the strategic element of where the organization needs to evolve, top-down, would certainly ensure the output is both a reflection of the current organizational context as well as an ambition for change.

    • Thank you, Sylvain for your comments. Yes. Leaders play a supporting role in this bottom-up approach. The important thing is that employees feel their voices heard. The entire co-creation journey became shared learning experiences, which further strengthen the culture of organization.


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