In this workshop we explored the ways in which organisations reflect society, and how breaking unhealthy systems and values within your organisation could not only make your organisation more effective but also transform the wider world in which you operate.

1. Changing what
organisations value
Tess Cooper, Director of People & Culture
@tessacooper5
Photo by Raphael Nogueira on Unsplash

2. Before we begin…
• I am generally referring to the ‘western society’ that I have
experienced and read about.
•I am only human, and I can only really reflect what I understand of the
world, so please speak up if you disagree!

3. 10 Mins 8 Mins 5 Mins 30 Mins

4. How organisations reflect
society
The good, the bad, the ugly

5. # min
The good

7. # min
The bad

8. RUNNING HEADER

9. # min
The outright ugly

11. RUNNING HEADER
What type of society do these organisations
reflect?
•A capitalist society where there continues to be a rise in individualism
•A society that quite explicitly values certain people a lot more than
others
•A society where we are all willing to turn a blind eye for an easy life

12. RUNNING HEADER
“Sadly a lack of humanity appears to
now be official American policy in every
aspect of life. No wonder it infects the
workplace.”
Nigel Smith, Head of Content at FutureLearn

13. # min
So how can workplaces infect
society for the better?

14. 10 Mins 8 Mins 5 Mins 30 Mins

15. RUNNING HEADER
The measure of
success
Image © Copyright

16. # min
Organisational level

17. TEAM LEVEL
Build a new economy
Organisations need to think beyond just their service, profit & costs

18. ORGANISATIONAL LEVEL
Using donut
economics
Become an
organisation that talks
not just about profit
and services, but
about your wider
impact on the world
and your people
Watch the full talk

19. ORGANISATIONAL LEVEL
What’s in it for us?
• More motivated, loyal staff
• A larger audience
• A more sustainable business

20. “New metrics that
measure genuine
prosperity, rather than
the speed with which we
degrade our long-term
prospects.” George Monbiot

21. # min
Team level

22. TEAM LEVEL
Build team principles
Team principles encourage you to consider success differently

23. RUNNING HEADER
Be more principled
“Empower others”
“Think universally”
“Work responsibly,
making time to reflect,
improve “

24. RUNNING HEADER
What could we measure?
• The number of people who report/ provide evidence of positive impact
from your support or service = money
• The decline in the number of users who have difficulties with your
service / the number of recommendations you get to others = money
• The lack of complaints/ PR controversies = money

25. # min
Individual level

26. RUNNING HEADER
Build self-awareness
• Coach and be coached
• Slow down your decision-making
• Champion something thats meaningful to you
• What do you need from work besides pay?

27. 10 Mins 8 Mins 5 Mins 30 Mins

28. RUNNING HEADER
Valuing difference
Photo by Dan Gold on Unsplash

30. # min
Individual & Team level

31. TEAM LEVEL
Build empathy. Champion difference.
Take time to understand one another’s needs and embrace your differences

32. RUNNING HEADER
“Not everything that
steps out of the line,
and is thus ‘abnormal’,
must necessarily be
inferior.”
Hans Asperger, 1938

33. RUNNING HEADER
Simple ways we’ve built empathy
or championed difference
• Drawing our experiences, sharing user
manuals.
• Taking it in turns to lead workshops or write
notes to provide different perspective & shift
in power
• Talking about the language we use and
giving each other a different perspective
• Moving stand-up time to accommodate the
one person on Ramadan
• Asking what it’s like to breastfeed and what
the team can do to support a breastfeeding
mother
FutureLearn workshop

34. # min
Organisational level

35. RUNNING HEADER
Build up diversity & inclusion goals
Correcting for generations of discrimination and inequality is complicated.
We need goals to make progress.

36. RUNNING HEADER
Company-wide goals
• Understand and be transparent about
your diversity deficit and why it’s
important to fix
• Change your recruitment practices and
think consciously about who you are
supporting to progress & how
• Set targets to be more representative -
and be ready to face the challenges of
those who have never felt
discrimination before.

37. RUNNING HEADER
What could we measure?
• Staff engagement metrics = money
• Staff turnover & tenure rates = money
• The number of different ideas from a given team = money

38. # min
When organisations change,
they can change society

39. Thanks for listening

40. RUNNING HEADER
Workshop
• Pick something you would like to change about society as a group
• Decide on actions that could be taken by:
• individuals
• teams
• organisation
•How could you measure the success of this action for the organisation or
for society?
• Add a sticker to the donut to represent your ideas.