Respectful Disagreement is a program overseen by Professor James Arvanitakis, an award-winning educator, cultural researcher, media commentator, and change agent. James has established a number of innovative education programs both in Australia and internationally, worked to re-shape the culture of organizations, and developed and delivered a number of innovative training programs.
We work by listening to the challenges facing your organization, undertaking a ‘cultural audit’, and designing an approach that responds to cultural challenges.
How we do it: cultural research
Cultural research is a field of inquiry that examines the dynamic of contemporary organizations, communities, and human interactions. Cultural researchers investigate how day-to-day interactions shape our lives, lived experiences, and relationships with those around us.
A key concern for cultural researchers is analyzing how daily, and sometimes mundane, interactions have broader implications. These interactions can provide deep insights into an organization. In this way, we examine the way people conduct themselves during interactions and how this shapes their everyday lived experiences.
Nano-cultures and macro cultures
Have you ever seen someone roll their eyes during a meeting? Do colleagues tell you that they have a knot in their stomach on a Sunday evening? Do people avoid calling each other while sending snarky and snide emails? Do people just leave their dirty dishes in the sink expecting others to clean up after them?
Cultural research shows us that small, even micro, interactions have much broader implications. This is the concept behind ‘nano-cultures.’
By studying and understanding the nano-cultures, it is possible to create the change required to create a growth mindset and successful organization.
It is why legendary management consultant Peter Drucker said, “Culture eats strategy for breakfast.”
He did not mean that strategy was not important but rather that a powerful and empowering culture created the foundation for organizational success.
While cultural change needs to start at the top, having the right (nano)cultures means that the change becomes embedded rather than overtaken by established inertia.