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HR · Human Resources · programme 08

Spread company culture

Align teams with the company's vision and culture.

Why this programme

Values remain mere words until they are embodied. The programme brings them to life through concrete situations from your company: what would we do here, in the name of this value? Your wording is reproduced to the letter.

A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration.

Edgar H. ScheinMIT professor, founder of the study of organisational cultureOrganizational Culture and Leadership, 2004

What your teams experience

  1. Values in action: faced with a concrete case, the team chooses the response most faithful to the culture.
  2. The vision in one sentence: reconstruct the company’s vision, word by word.
  3. True stories: match landmark events in the company’s history to the values they illustrate.
  4. My commitment: each team sets out what it will do from Monday, projected at the close.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

Values understood because they have been put to use, and commitments formulated by the teams.

12 %

Only 12% of employees strongly agree their organization does a great job of onboarding new employees.

GallupWhy the Onboarding Experience Is Key for Retention, 2018

How we tailor it to you

Your wording, departments, figures and photos are built into the challenges and cinematic sequences, to the letter. The look follows your brand guidelines. Teams are formed on the spot or based on your organisation chart. The session report is delivered to you after the event.

The sources of this programme

Every game, measure and reminder in this programme builds on published research. The facilitator cites it in the debriefs, and you can check every reference.

  1. Guiso, L., Sapienza, P., & Zingales, L. (2015). The value of corporate culture. Journal of Financial Economics, 117(1), 60-76. 10.1016/j.jfineco.2014.05.010
  2. Maio, G. R., Olson, J. M., Allen, L., & Bernard, M. M. (2001). Addressing discrepancies between values and behavior: The motivating effect of reasons. JESP, 37(2), 104-117. 10.1006/jesp.2000.1436
  3. Carton, A. M., Murphy, C., & Clark, J. R. (2014). A (blurry) vision of the future. AMJ, 57(6), 1544-1570. 10.5465/amj.2012.0101
  4. Martin, J., Feldman, M. S., Hatch, M. J., & Sitkin, S. B. (1983). The uniqueness paradox in organizational stories. ASQ, 28(3), 438-453. 10.2307/2392251
  5. Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis. Personnel Psychology, 58(2), 281-342. 10.1111/j.1744-6570.2005.00672.x
  6. Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. JAP, 87(5), 875-884. 10.1037/0021-9010.87.5.875
  7. Grant, A. M., et al. (2007). Impact and the art of motivation maintenance. OBHDP, 103(1), 53-67. 10.1016/j.obhdp.2006.05.004
  8. Grant, A. M. (2008). The significance of task significance. JAP, 93(1), 108-124. 10.1037/0021-9010.93.1.108
  9. Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The Work and Meaning Inventory (WAMI). Journal of Career Assessment, 20(3), 322-337. 10.1177/1069072711436160
The foundations shared by all our programmes (20 references)

The mechanics of our sessions: team play, the debrief, the before-and-after measure, spaced reminders.

  1. Klein, C., DiazGranados, D., Salas, E., et al. (2009). Does team building work? Small Group Research, 40(2), 181-222. 10.1177/1046496408328821
  2. Salas, E., DiazGranados, D., Klein, C., et al. (2008). Does team training improve team performance? A meta-analysis. Human Factors, 50(6), 903-933. 10.1518/001872008X375009
  3. McEwan, D., Ruissen, G. R., Eys, M. A., Zumbo, B. D., & Beauchamp, M. R. (2017). The effectiveness of teamwork training on teamwork behaviors and team performance. PLoS ONE, 12(1), e0169604. 10.1371/journal.pone.0169604
  4. Tannenbaum, S. I., & Cerasoli, C. P. (2013). Do team and individual debriefs enhance performance? A meta-analysis. Human Factors, 55(1), 231-245. 10.1177/0018720812448394
  5. Blume, B. D., Ford, J. K., Baldwin, T. T., & Huang, J. L. (2010). Transfer of training: A meta-analytic review. Journal of Management, 36(4), 1065-1105. 10.1177/0149206309352880
  6. Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement: A meta-analysis. Advances in Experimental Social Psychology, 38, 69-119. 10.1016/S0065-2601(06)38002-1
  7. Roediger, H. L., & Karpicke, J. D. (2006). Test-enhanced learning. Psychological Science, 17(3), 249-255. 10.1111/j.1467-9280.2006.01693.x
  8. Cepeda, N. J., et al. (2006). Distributed practice in verbal recall tasks. Psychological Bulletin, 132(3), 354-380. 10.1037/0033-2909.132.3.354
  9. Howard, G. S. (1980). Response-shift bias. Evaluation Review, 4(1), 93-106. 10.1177/0193841X8000400105
  10. Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making. JPSP, 48(6), 1467-1478. 10.1037/0022-3514.48.6.1467
  11. Mesmer-Magnus, J. R., & DeChurch, L. A. (2009). Information sharing and team performance: A meta-analysis. JAP, 94(2), 535-546. 10.1037/a0013773
  12. Prentice, D. A., & Miller, D. T. (1993). Pluralistic ignorance and alcohol use on campus. JPSP, 64(2), 243-256. 10.1037/0022-3514.64.2.243
  13. Aronson, E., et al. (1978). The Jigsaw Classroom. Sage (ouvrage).
  14. Galton, F. (1907). Vox populi. Nature, 75, 450-451. 10.1038/075450a0
  15. Kahneman, D., Fredrickson, B. L., Schreiber, C. A., & Redelmeier, D. A. (1993). When more pain is preferred to less: Adding a better end. Psychological Science, 4(6), 401-405. 10.1111/j.1467-9280.1993.tb00589.x
  16. Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall (ouvrage).
  17. Sitzmann, T. (2011). A meta-analytic examination of the instructional effectiveness of computer-based simulation games. Personnel Psychology, 64(2), 489-528. 10.1111/j.1744-6570.2011.01190.x
  18. Lichtenstein, S., Fischhoff, B., & Phillips, L. D. (1982). Calibration of probabilities: The state of the art to 1980. In D. Kahneman, P. Slovic & A. Tversky (dir.), Judgment under Uncertainty, 306-334. Cambridge University Press (ouvrage).
  19. Surowiecki, J. (2004). The Wisdom of Crowds. Doubleday (ouvrage).
  20. Butler, A. C., & Roediger, H. L. (2008). Feedback enhances the positive effects and reduces the negative effects of multiple-choice testing. Memory & Cognition, 36(3), 604-616. 10.3758/MC.36.3.604

Before you book

What is digital team building?

A team building session in which teams play challenges on participants' phones while a big screen shows the running order, the scores and the cinematic sequences. A facilitator runs the room from start to finish. Everything happens in person.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Spread company culture” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo