Strategic Workplace Culture – WDP1 (Strategic Workplace Culture)
The Appleton Greene Corporate Training Program (CTP) for Strategic Workplace Culture is provided by Ms. Jourdain, MBA and Mr. Nagel, MA, PhD Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Ms. Jourdain, MBA and Mr. Nagel, MA, PhD
Ms. Jourdain and Mr. Nagel have extensive international consulting, training, leadership, executive and Board of Directors experience. They are the co-founders of a two-country consulting company, having created a proprietary system for consulting, learning and development, and facilitation, based in understanding how individual, team and organizational worldviews impact communication and business strategy. This innovative, thoughtful approach to understanding the impact of worldviews on how we each see and interact with the world around us has been well received in a variety of business and community environments, as a general practice and to advance specific issues.
Through direct application of worldview concepts in client settings, Mr. Nagel and Ms. Jourdain developed many planning models and frameworks to make it easy to work with the ideas and knowledge and to achieve results. These models and frameworks include the Worldview Intelligence Six Dimensions Framework, the CIDA-W Planning Model (Clarify, Illuminate, Design, Act, Worldview Leadership), the High-Performance Teams Model and the SHEER Conversational Planning Model (Stance, Hoped for Outcome, Empathy, Engage, Results/Reflection). They also draw on Systems Thinking and the knowledge from neuro- and behavioral sciences in supporting the implementation of programs and strategies they develop with and for their clients.
They are co-authors and co-creators of many resources including several books, resource guides, articles, and e-learning programs in addition to the in-person and virtual programs they deliver. They are called upon as keynote, conference and session speakers and thought leaders on their topics of expertise.
Mr. Nagel, MA, PhD
Mr. Nagel received his PhD in Social and Behavioral Science from Tilburg University, in the Netherlands, in 2015. His research and dissertation on worldviews forms a strong foundation for this current body of work, which is rooted in theory but grounded in a decade of practical application. Recognizing the profound impact of worldview explorations on the quality of conversations on issues that matter, he and Ms. Jourdain created specific applications for clients based on the nature of the issues to be solved.
Mr. Nagel has a BA and MA in Economics. He taught economics at the University of North Dakota and the University of Minnesota-Crookston. In addition, while at UMC he led several research initiatives bringing in over $5 million in research funds to the campus. He has several years of Executive experience including leading a Congressionally established Federal Commission, a multi-million dollar international trade research project and a Theory-U based multi-year initiative funded by several national and regional foundations.
Mr. Nagel has attended the Senior Executives in State and Local Government program at Harvard University as a Fannie Mae Foundation Fellow. He is a Donella Meadows Leadership Fellow. He has years of Board Director experience. He has served on the Boards and as the Chair of the Greater Minnesota Housing Corporation with assets now over $1B; Prairie Public Broadcasting, the statewide public television and radio system for North Dakota; the US-Canada Trade Alliance, an international trade promotion and policy organization; the North Dakota Consensus Council; and other Boards.
Ms. Jourdain, BA (Honours), MBA
Ms. Jourdain is an internationally recognized consultant, trainer and speaker with more than two decades of experience. Her practice is steeped in leading change, strategic planning, leadership development and building High-Performance Teams. When companies are looking to develop new strategies, resolve conflict, engage the hearts and minds of stakeholders, or for professional development, they call on her.
She is a mentor for women business owners through The Forum and is currently mentoring one-on-one and a group process for 8 women business owners. She was a driving force behind Envision Halifax (now Engage Nova Scotia): a voluntary organization whose mission was to ignite a culture of civic engagement. She co-designed and co-facilitated the leadership development program, as well as serving an instrumental role on the Steering Committee for 5 years. Her leadership was recognized in 2009 with an Award.
In her prior career as CEO of the Atlantic Division of a major health charity, Ms. Jourdain was the youngest leader across Canada. Working with the Board, she streamlined internal systems for finance, volunteer systems and service and advocacy support. As a recognized leader, she served on a number of local and national boards, in a variety of roles including executive positions. During her not-for-profit career, she was a member of the Canadian Society of Association Executives (C.S.A.E.), and was on both the local and national boards. Ms. Jourdain earned the designation of Certified Association Executive (C.A.E.). Her outstanding leadership and contribution in the not-for-profit sector were recognized with local and national awards. This included a scholarship to the Banff Management Center where she earned a certificate in Leading People and Organizational Change and then certificates in Strategic Planning and Change Management.
Ms. Jourdain and Mr. Nagel
Both Ms. Jourdain and Mr. Nagel are practitioners and global stewards of the Art of Hosting Conversations That Matter, otherwise known as The Art of Participatory Leadership, which is a self-organized international network of practitioners and trainers. They have been collaborating and partnering on consulting, training, learning and development work since 2011. They have worked together in the United States, Canada, Bermuda, France, Germany, Switzerland, Australia and Brazil.
Their work with clients and stakeholders includes community and cross-cultural engagement, strategic direction, innovation, addressing teams in conflict and building team coherence, in traditional organizations in the private, public and not for profit sectors, across systems in rural, urban and suburban settings, with social entrepreneurs, across generations and in culturally specific circumstances.
MOST Analysis
Mission Statement
Workshop 1 provides the foundational learning and understanding for participants to begin building their Vision of a Strategic Workplace Culture for their business or organization. It creates a shared language amongst participants for the work ahead. It provides them with baseline cultural and performative assessments of the organization with which to plan their Initiative and measure progress towards achieving their Vision. It includes Tasks that participants can undertake between Workshops 1 and 2 to build connections between the participants and other leaders or departments within the organization. Importantly, it builds true commitment to creating and implementing a Strategic Workplace Culture Initiative.
Objectives
01. Workplace Culture: Define the organization’s goals regarding its Strategic Workplace Culture, review the Strategic Workplace Culture Assessment, outline preliminary actions to achieve the goals, clarify roles and responsibilities, and establish accountability structures.
02. Language Matters: Establish a shared understanding of the language and key terminology to be used during the program and when implementing the Strategic Workplace Culture Initiative.
03. Worldview Intelligence: Create awareness of worldviews and how they influence relationships, communication, conflict or tension, decision-making and team, department, division and company cultures and our responses to events, situations and other people.
04. Trust and Relationship: Establish why it is important to build trust and relationship across a spectrum of people, views and backgrounds, which leads to better decision-making and outcomes.
05. Neuro/Behavioral Science: Provide an introduction and overview of key elements of neuro and behavioral science and why this knowledge is important to establishing a Strategic Workplace Culture.
06. CIDA-W Introduction: Introduce the Worldview Intelligence CIDA-W Planning Model and how it applies to the workplace, including worldview awareness, culture change, innovation and dealing with uncertainty and conflict.
07. Shifting Patterns: Identify issues, challenges, historical patterns or other organizational initiatives that could create challenges to or provide support for implementing a Strategic Workplace Culture Initiative.
08. Baselines and Benchmarks: Use information from Objective 7 to create or review baseline and benchmark measures to identify issues, challenges or patterns as a focus for the initiative and to be able to track progress and measure improvements over time.
09. Commitment Pledge: Establish a dedicated commitment to success, including support from other organizational or team leaders.
10. Draft Vision: Describe the future vision for this Initiative, including what will be different once it is implemented.
11. Action Steps: Identify individual and collective Action Steps that are to be accomplished between Workshops 1 and 2, including responsibilities and timelines.
Strategies
01. Workplace Culture: Introduce participants to the overall program, the Workplace Culture Assessment and how a Strategic Workplace Culture Initiative will benefit the organization. Identify key elements of a Vision for the Initiative.
02. Language Matters: Provide term definitions with examples of how they are used. Invite participants to discuss what they mean to them and their Strategic Workplace Culture Initiative.
03. Worldview Intelligence: Become aware of the role of worldviews in the workplace. Reflect on and discuss the variety of worldviews that can exist within a team or organization and how they impact communication, relationships and decision-making.
04. Trust and Relationship: Engage participants in an exercise to become be aware of their starting stance toward trust and relationship. Explore ways to build trust and relationship.
05. Neuro/Behavioral Science: Provide a few examples to demonstrate how our brains influence how we perceive and respond to external stimulus and start a conversation that will gain more depth over the course of the program.
06. CIDA-W Introduction: Provide examples and engage discussion about how using the Worldview Intelligence CIDA-W Planning Model will support creating a Strategic Workplace Culture. CIDA-W stands for Clarify, Illuminate, Design, Act and Worldview Leadership.
07. Shifting Patterns: Discuss how the analysis of data provided by the Worldview Workplace Culture Assessment can provide insight into issues to be targeted and addressed with this Initiative.
08. Baselines and Benchmarks: Develop a plan for distributing the Worldview Intelligence Workplace Culture Assessment within the organization and decide on any other baseline measurements. Assign champions to be responsible for distributing the assessment and collecting other baseline measurement information
09. Commitment Pledge: Review and adapt a Pledge of Commitment that speaks to the effort and dedication participants will need to successfully work through this Program. Identify others in the organization whose support is critical to success to also sign the Commitment Pledge.
10. Draft Vision: Use the learning from Sections 1-8 to draft a Vision for what the Strategic Workplace Culture will look like once it is implemented.
11. Action Steps: Bring clarity and specificity to tasks to be accomplished between Workshops 1 and 2 and the roles and responsibilities for getting them done.
Tasks
01. Discuss the Workplace Culture Assessment to understand its purpose and usefulness.
02. Decide how the Worldview Intelligence Workplace Culture Assessment will be disturbed within the organization and who will be responsible for ensuring this is done.
03. Decide on other indicators to measure to track progress of this Initiative, which may include rates of turnover, recruitment, absenteeism, and sick leave. Assign responsibilities for accessing or collecting this data.
04. Discuss, adapt and adopt key terminology and shared language for this Initiative.
05. Share the interactive exercise from Strategy 3 with a group of co-workers to further demonstrate the diversity of worldviews and connect them with the work being done by the participants.
06. Explore the concepts of trust and relationship, identifying the starting point or stance toward both by each participant.
07. Identify specific actions to take to grow trust and relationship.
08. Illuminate and name specific organizational patterns that may hinder or help this Strategic Workplace Culture Initiative and check assumptions with others in the organization.
09. Review, adapt and sign a Commitment Pledge for creating and implementing a Strategic Workplace Culture Initiative.
10. Identify others in the organization whose actions could make or break this Initiative and ask them for their sponsorship and support and to also sign the Commitment Pledge.
11. Write a draft of the Vision for this Strategic Workplace Culture that contains specific, identifiable and visible outcomes to be accomplished by the end of the program, that all participants agree to and agree to take to others between this Workshop and the next for input.
12. Ensure action steps have been identified with assigned timelines and responsibilities.
Introduction
The modern workplace is facing new and unprecedented challenges. Among them is the decline in numbers of people available for work due to the aging out of Baby Boomers and post pandemic decisions by many to leave the workforce. This has contributed to a strong competition for talent. Additionally, a desire for greater choice in workplace structures like in-person, remote and hybrid work; pressure from employees, customer and investors for values-driven workplaces; and, the increasing desire of employees for work that is meaningful, flexible and rewarding; is impacting workplace cultures. People want to work in environments where they feel valued, where their contribution matters and where they have some degree of input into or control over decisions that impact their work. More than any other time in modern history, current and potential employees have a wider range of options available to them.