Alongside the organisational chart there is another structure: the network of advice, trust and influence through which work actually gets done, and which can matter as much as formal reporting lines when problems are solved or change is introduced (Krackhardt & Hanson, 1993). Beneath it lie unwritten rules, the shared assumptions about what is rewarded, what is risky to say and who really decides, which members rarely state but newcomers learn quickly (Schein, 2010).
The programme draws on The Unwritten Rules Audit, one of the tools used in Leading Across Generations.
Themes
- Mapping informal influence
- Making unwritten rules visible
- Why change initiatives stall
- The hidden curriculum of onboarding
Delivered in person for one organisation at a time, adapted to its context, and offered as one complete programme.
A short conversation to understand your context, followed by a written proposal.
Email: info@wfontanini.com
A programme brochure is available on request.
References
Krackhardt, D., & Hanson, J. R. (1993). Informal networks: The company behind the chart. Harvard Business Review, 71(4), 104–111.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.