Organisational culture is shaped by more than stated values, behaviours and the things people can see. Beneath these sit deeper beliefs and assumptions that influence how employees interpret decisions, work with others and respond to change.
In this video, Lucy Trueman draws on Edgar Schein’s model of culture and shares examples of underlying assumptions uncovered through culture reviews. She explains how beliefs about staff turnover, teamwork or organisational size can affect morale, collaboration and readiness for transformation.
By identifying these assumptions, leaders can better understand what may be holding change back and begin creating the experiences and evidence needed to shift the culture.
