OUR WORK / PILLAR 2
The organizations that sustain strong cultures are the ones that never stop building the capability to read them.
Reading a culture is a skill, and skills are built. They deepen with practice, they spread when they are taught well, and they hold when an organization keeps investing in them.
Learning Intelligence is the discipline of designing learning that builds that capability, and of knowing whether it worked.
The proof is not who attended. It is three things.
▪ People can do something they could not do before.
▪ They are still doing it months later.
▪ The capability lives in the organization, not in one person’s head.
Greg helped us clarify our vision, dig deep for the data to support the planning, provided the project management structure to ensure we achieved our objectives, and helped us reach substantive recommendations for change. The end result was more than a report and recommendations, however. He helped educate and empower a group of us to lead change in a complex environment, and the project armed us to develop meaningful leadership and learning initiatives that are still in place today.
Steve Ashton
Bell Aliant
The Distinction
Most organizations have far more learning happening than they have designed.
Formal programs are visible, measurable, and budgeted. They are also the smaller part of how people actually build capability on the job. The larger part is emergent, and largely unmanaged.
Designed Learning
Emergent Learning
Learning Intelligence connects both. Deliberately.
The Three Disciplines
Most organizations have one. High-performing cultures develop all three, together, as a single practice.
DIAGNOSTIC DISCIPLINE
Read
The capacity to see what the organization’s learning profile is actually producing. Not what the training calendar says. What the culture is absorbing, resisting, and acting on.
STRATEGIC DISCIPLINE
Source
The deliberate identification and acquisition of the learning the organization needs next. Not the most available program. The most precisely aligned one.
GOVERNANCE DISCIPLINE
Secure
The structural commitment that ensures learning reaches the people closest to the work, at the moment it is most needed.
Learning Intelligence Fieldwork
Most learning ends when the session does. Fieldwork is built for the weeks after.
Before the first session, participants complete the preparation their program calls for: a book, a set of readings or a short online module. Sessions then run a week apart. Between sessions, participants complete short assignments in their own job, and each session opens with what they did and how their team responded. After the last session, each participant takes a 90-day plan back to work and returns at Day 90 to review one measure of their team’s Lived Culture.
The sessions are live, practical and enjoyable: real cases, honest conversation with peers and work that matters the next morning. Any program can run this way, including the ones your organization already offers. Tell us what you have, and we will show you how to make it last.
Four Applied Learning Programs
Each program is built on the frameworks that make culture readable, and each closes by applying what participants have learned to their own organization.
Three work through a full case study first, so the skill is practised on neutral ground before it is turned on the organization the participant actually works in.
Contact GHS Enterprise for a full program brief, including learning objectives, delivery format and duration, cohort size, materials and instruments included, and investment.
1
Deliberate Culture Leadership
6 modules · 20 hours · Virtual
Grounded in The Deliberate Culture and its Seven Cs of Leadership. Participants work on their own organization from the first module, across three areas: the foundations of culture shaping, including inclusion and psychological safety; Culture Intelligence, using data and equity informed insight to see what people data reveals and what it hides; and leading accessible and sustainable culture driven change. They build four culture maps that show where Declared Culture and Lived Culture part ways, then close with a witnessed Commitment to Act, a 60-day follow-up and a Certificate of Completion.
2
HR: The Resolute Culture Steward
4 modules · 14 hours · Virtual
Grounded in The Bridged Culture, the fieldbook for HR as Stewards of Culture. The program builds the discipline of culture translation: reading the distance between what an organization declares and what its people live, naming it precisely, and carrying it to the leaders who can act on it. Participants work through an illustrative case study, Brantwood Polytechnic, as its Culture Steward, reading the evidence in its Four Artifacts. They then apply the Stewardship Standard of Read, Name and Carry to their own organization, measuring their progress across three developmental bands: Learning, Practising and Mastering.
3
When The Signal Whispers First
6 modules · 18 hours · Virtual
Grounded in The Resolute Culture, the reference book on reading the signals and preserving what matters. Participants take the Guardian seat, the C-Suite role responsible for protecting what is working, noticing a signal while it is still a whisper and holding steady under pressure. Through an immersive illustrative case study, Veridian Technologies, they run the Seven Signals as a live diagnostic: Trust, Clarity, Resistance, Impact, Ripple, Cost and Timing. They then turn the same reading on their own organization, so the strengths of its culture are recognized, protected and carried forward.
4
The Pause No One Could See
4 modules and a 90 Day review · 19.5 hours · Virtual
Grounded in the illustrative case study in The Deliberate Culture, Second Edition: The Director Who Paused. A Director of Operations at a community health organization never answers a hard question on the spot. The team reads the pause as indifference, and favourable responses to “My leader responds to the concerns I raise” fall from 68% to 41%.
The program follows the same director through the next ninety days, with a new scene in each module. Each module teaches one of the Four Roles of Leadership, remembered as MAST:
- the Model (what you do),
- the Architect (what you build),
- the Sentinel (what you watch for) and
- the Teacher (what you explain).
Between modules, participants apply each role in their own job, and at Day 90 they review one measure of their team’s Lived Culture.
The question worth asking is not whether your organization is investing in learning. It is whether the learning is building the culture you have declared.
Training hours per employee. Program completion rates. Budget allocated. These numbers are not wrong. They are incomplete. GHS Enterprise exists to help HR professionals answer the harder question honestly.