There aren’t many motivating forces more potent than giving your staff an opportunity to exercise and express their idealism.
Anita Roddick

Our view of reality is like a map with which to negotiate the terrain of life. If the map is false and inaccurate, we generally will be lost. If the map is true and accurate, we will generally know where we are. And if we have decided where we want to go, we will generally know how to get there.
Scott Peck

Because the organisation is in the people, not the other way around, the roots of culture reach deep into the organisational consciousness, into hearts and minds.
dya | communecology

When he said that what we count doesn’t matter, and what matters we can’t count, Albert Einstein captured the dilemma of modern life. We’re losing something important, but we’ve also lost the language and vocabulary that might help us speak about it.
dya | the culture challenge

The things people say!

"It’s a fascinating methodology - an objective presentation of subjective experience that is both disturbing and exciting. And it doesn’t threaten or blame anyone, which is really, really good. It helps people to hear the truth."

"This was a very fruitful and rewarding initiative. It gave us the freedom to have our own conversation about values."

culturework

cultivating life-centred,
values-based workplaces

Changing the
pattern of behaviour

Leaders, Values and Consciousness

The institutional collapses and breakdown in governance seen in recent times, are consequences of a leadership deficit that, over time, facilitated a gradual erosion of the moral base on which the institutions were founded.

New and unprecedented conditions ahead of us, call for a different kind of leadership. Those who head the institutions we depend on will need to operate with an expanded consciousness and a wider spectrum of values than has characterised the recent past. read more

Culture Mapping

Companies put a great deal of effort into exploring the marketplace for their products and services, trying to understand the needs and motivations of the people they hope to serve. A lot less attention is given to understanding the internal territory, the culture in which the work gets done and the organisation’s day-to-day presence in the world is created.

But things are changing. High profile failures of institutional governance and ethical behaviour and continued pressure on performance exerted by the global environment, have helped to push the ‘c’ word up the agenda to the point where ‘culture’ is now a critical dimension of organisational life. People are beginning to realise that the internal territory is just as important as the external market, and just as full of surprises with the potential to threaten the long-term viability of the institution.

So how can you measure this intangible asset? How do you know what cultural strengths are available to build on? Or what weaknesses are blocking progress? Where are the time-bombs? How do you know what, if anything, needs to change? The only way to begin is to find out where you’re starting from.

The unique CTT™ Culture Mapping process moves the conversation about values and culture from aspirational and philosophical to practical and actionable, by providing a comprehensive picture of the shape your culture is in right now, where the organisation’s focus is, what changes are needed, and where.

Based on Abraham Maslow’s insights into the nature of human needs and motivations, and further developed by Richard Barrett in his Seven Levels of Consciousness model, Culture Mapping makes the intangible dimensions of culture tangible, by mapping human values in a practical and insightful way.

It brings statistical validity to the subtle drivers of culture by putting numbers on feelings, and provides a solid basis for the kind of generative conversations through which individuals, teams and whole organisations can learn, develop and evolve.

It also identifies the level of ‘cultural entropy’ - that is, the proportion of the organisation’s energy that is currently non-productive or destructive. And because the process is easily repeated, it provides a reliable baseline from which to begin a transformative journey and track improvements over time, capturing the evolutionary process as it unfolds.

CTT™ Culture Mapping methodology is the most comprehensive diagnostic available today, used by for-profit and non-profit organisations, institutions and professional bodies, and community organisations right across the world. The process has many useful applications at individual, leadership, team and whole-organisation level and can also be used to provide valuable cultural feedback from external stakeholders.

Want to talk?

If you would like to talk to us about how Culture Mapping could help your organisation or community, or if you would like more information, click here

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