CERTIFICATION TRAINING
CULTURE 360°

TARGET GROUP

This training course for our survey tool is aimed at trainers and consultants, members of management and executives, as well as employees in HR/HRD departments and anyone else who may be interested.

ABOUT THE TRAININGDuring the two-day training course, you will gain insight into the theoretical construct of the survey system and the multifaceted content of the underlying model, and develop an understanding of how the factors and facets of the survey system work and how they are interrelated.

In addition to the theoretical parts, the analysis of anonymized real reports forms the basis for learning how to interpret the results accurately. Participants work on implementation structures for the transfer of results.

COSTS & DATES

The cost of participation is € 1,500 per person, incl. materials, plus VAT.

CONCEPT & OBJECTIVES

Every company has a culture, even if the members of that organization are not aware of it. Culture is the deep fertile ground on which everything grows that is then perceived in concrete terms. Culture has more of a genotypic character and thus represents the DNA of an organization.

A performance and work culture describes the totality of all perceptions and evaluations, values, norms, attitudes, and behavior patterns that determine how work is done in a company, how performance is created, how it is evaluated, and how employees interact with each other. It therefore shapes both the nature of cooperation and the attitude toward performance, responsibility, and success.

Culture is the antithesis of strategy. If strategic intentions and activities are not congruent with the existing and lived culture, a strategy will be difficult to implement.

“For managers, the following applies: if they are not aware of the cultures in which they are embedded, these cultures will dominate them. Cultural understanding is desirable for all of us, but it is essential for managers if they want to lead.” (Edgar Schein)

In recent years, many organizations have recognized the importance of understanding their own culture. They recognize that this topic is just as important as corporate strategy, finances, and key performance indicators. But the topic is complex and not so easy to grasp. How can culture be measured? What dimensions define the topic of culture? Can a corporate culture be changed at all, and if so, how? The goal is to understand how culture promotes or hinders the achievement of goals, what general favorable and unfavorable factors are at work, and how they influence the performance of the parts or the whole.

We have developed the “Culture360” tool to address these questions. Together with the “Leadership Performance Plus” methodology, company-wide processes can be established. The survey and its interpretation provide transparency, while the methodology provides the approach.

Reasons for conducting such an analysis may include:

• Merging different cultures in a merger process
• The perception that there is too much friction in the organization, leading to inefficiency
• The challenge from the markets, which requires greater speed and agility
• Helping new management understand the DNA of an organization
• Managing challenging change processes

Culture is the “secret director” of our behavior. Rituals, such as how success or failure is dealt with, or how people behave when they feel unobserved, what (unwritten) rules exist and how they are dealt with.

In order to create a comprehensive explanatory model, we focused on three key dimensions:

1. Perceptions of members
   The “perceptions” dimension encompasses the perceptions and attitudes of respondents toward various key aspects of corporate management and culture. This dimension is crucial for understanding how employees and managers experience the strategic orientation, market position, internal processes, and corporate culture. It forms the basis for analyzing corporate coherence and internal communication and decision-making structures.
2. Lived values
   The “values” dimension reflects the fundamental ethical and moral principles that guide actions and decision-making processes within a company. These values form the basis for daily interaction and have a significant influence on corporate culture, employee behavior, and the long-term orientation of the company. A clear perception and internalization of these values by all employees contributes to the creation of a strong, coherent, and trusting organization.
3. Behavioral patterns
   The “behavioral patterns” dimension refers to the patterns of behavior that become established in social groups over time. These patterns develop as reactions to the interplay of individual personalities and organizational dynamics. They can take on either positive or critical characteristics that strongly influence team dynamics and the general working environment.

Die einzelnen Sektionen im Culture 360 Befragungsinstrument

Die wichtigsten inhaltlichen Auswertungen sind:

• Dimensionsauswertungen (Perzeptionen, Werte, Verhaltenspatterns)

• Höchste und niedrigste Werte pro Einschätzenden-Gruppe

• Wichtigkeit der Dimensionen

• Stärken, Booster und Handlungsfelder

Dabei ist wichtig zu wissen, dass sich das Verfahren selbst auswertet, die entscheidenden Erkenntnisse werden trichterförmig verdichtet. Das erleichtert den Interpretationsprozess deutlich.