New Culture Awareness.

For companies that are beginning to realise that what “was good” before is no longer good enough and want to address the awareness and motivation needed to change. It is the necessary starting point to guide people towards a systemic view of the organisation and learning new ways of thinking, doing and interacting based on the principles of the new culture.

1. Inspirational purpose

1.1. Visualising and defining a purpose with common goals in line with the general good.

1.2. Defining why certain things are done and not others, and why they are done one way and not another.

1.3. Mobilising very deep aspects within the people and the organisation.

1.4. Finding a purpose that answers the questions: Why does what we do matter? What difference do we make in the world? What would our customers miss if we disappeared?

2. Trust

2.1. Installing the observer by being aware of the impact of our actions on trust between people. 

2.2. Avoiding judgement, criticism or assumptions when working in teams.

2.3. Creating spaces and an atmosphere of trust.

2.4. Effective use of vulnerability: admitting mistakes and acknowledging limitations.

2.5. Acting justly, treating all persons equally and avoiding favouritism.

3. Shared values

3.1. Defining shared values.

3.2. Defining behaviours and actions that express these values.

3.3. Sharing values that encourage a job well done, feeling part of the team and working together for the same goals and objectives.

3.4. Designing tools to support those values that positively affect people's behaviour and actions.

4. People's Well-being

4.1. Becoming aware of the impact of putting people at the centre of the organisation, reflecting on their desires and needs.

4.2. Prioritising team success over personal success. Having real teams is the best way to looking after people.

4.3. Giving meaning to our personal and team actions within the organisation.

5. Facilitative Transformational Leadership

5.1. Installing the observer to take a self-critical look at “conscious leadership”.

5.2. Understanding the company as a living and complex system, where what is done in one part affects the rest.

5.3. Accompanying and facilitating the processes of the teams and their members, challenging them in a respectful way to move towards the best version of themselves.

5.4. Having quality and transformative conversations.

5.5. Acquiring the ability and skill to boost teams and motivate people, fostering a climate of collaboration and team spirit.

5.6. Practising "empathic" active listening and open-ended questions.

6. Effective Communication

6.1. Being aware that what you communicate is not the most important, but rather its perception and interpretation.

6.2. Defining what, who, why, to whom, how, when and where to communicate.

6.3. Building appropriate spaces and channels to get the information people need to do their jobs and make decisions.

6.4. Moving from descriptive to generative communication.

7. Participation

7.1. Developing awareness about the positive impact of a participatory organisation.

7.2. Promoting a participatory attitude. Establishing action plans that encourage participation.

7.3. Empowering people for action, celebrating and recognising teamwork.

7.4. Creating spaces to encourage new “boosting” leaders to emerge, stimulating talented people.

7.5. Initiation in the Win-Win philosophy, in which, if the company wins, we all win.

8. Adaptability

8.1. Capacity of a system, a team or organization, to adjust its internal dynamics in an agile and efficient way in order to give an adequate response to changes in a volatile, uncertain and complex environment.

8.2. Be quick to read and act on signals.

8.3. Have knowledge and skills for better management of change processes.

8.4. Experiment with new ideas and proposals.

8.5. Discard what doesn't work and reinforce what does work.

8.6. Install this learning capacity in the organizational culture.

Culture

Orientation activities

Management team Middle managers
On-site work
  • Six 6-hour working sessions with the management team on site (36h).
  • Use of the Arraun diagnostic tool to measure the level of development of the principles of the new culture.
  • Accompaniment with personalised coaching sessions or referral to complementary transformation programmes for those who require it.
  • Evaluation meeting after completion of the work.
  • Five 5-hour practice sessions with the middle management group on site (25h).
  • Use of the Arraun diagnostic tool to measure the level of development of the principles of the new culture.
  • Accompaniment with personalised coaching sessions or referral to complementary transformation programmes for those who require it.
  • Evaluation meeting after completion of the work.
  • Sending of documentation and theoretical reinforcement content to look into the work in more depth.
  • Sending videos and inspirational audio-visual material between sessions to consolidate concepts already worked on and open the way to new knowledge.
  • Proposing simple observational and practical exercises to internalise awareness and motivation in the workplace.
  • Communication groups to enrich the process, sharing and interacting with the trainers and the group.
  • Follow-up videoconferences to share the progress of the process.
  • Sending of documentation and theoretical reinforcement content to look into the work in more depth.
  • Sending videos and inspirational audio-visual material between sessions to consolidate concepts already worked on and open the way to new knowledge.
  • Proposing simple observational and practical exercises to internalise awareness and motivation in the workplace.
  • Communication groups to enrich the process, sharing and interacting with the trainers and the group.
  • Follow-up videoconferences to share the progress
  • Five 5-hour practice sessions with the middle management group on site (25h).
  • Use of the Arraun diagnostic tool to measure the level of development of the principles of the new culture.
  • Accompaniment with personalised coaching sessions or referral to complementary transformation programmes for those who require it.
  • Evaluation meeting after completion of the work.
Remote work
  • Sending of documentation and theoretical reinforcement content to look into the work in more depth.
  • Sending videos and inspirational audio-visual material between sessions to consolidate concepts already worked on and open the way to new knowledge.
  • Proposing simple observational and practical exercises to internalise awareness and motivation in the workplace.
  • Communication groups to enrich the process, sharing and interacting with the trainers and the group.
  • Follow-up videoconferences to share the progress of the process.
  • Sending of documentation and theoretical reinforcement content to look into the work in more depth.
  • Sending videos and inspirational audio-visual material between sessions to consolidate concepts already worked on and open the way to new knowledge.
  • Proposing simple observational and practical exercises to internalise awareness and motivation in the workplace.
  • Communication groups to enrich the process, sharing and interacting with the trainers and the group.
  • Follow-up videoconferences to share the progress of the process.

Orientative Duration:

4 months

Each programme is customised according to the specific needs and characteristics of each company. Both the duration and the price indicated are approximate and the exact amount will be determined in the initial quote.

This programme is also offered in an Express version (concentrated over consecutive days for companies that need to attend in a single trip).