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The ProgressMaker® Culture Module

Culture means establishing day-to-day behavioural patterns, not slogans on posters

“It’s not Possible to Purposely Change Culture!”
Says who?

Culture describes the behavioural patterns which are lived and experienced within a social community. Be it family, friends, a corporate division or a project team, how members of social community behave is based on a small number of rules and/or shared values.

Changes in behaviour do not take place at the intellectual level because new values are identified as a bench mark for specific behaviours. You have to work hard on yourself and others to achieve change.

There are two mechanisms which can be used to work on a culture – i.e. the behavioural patterns which we actually experience. These mechanisms are training and socialisation.

Once a group has been “trained” to behave in a new way, in other words once the behaviour has been genuinely established, then subsequent new group members will simply be socialised.

When a new member who has not previously been used to giving open feedback joins a team in which this is common practice, then it won’t be long before they are giving open feedback – they will have been socialised.

Before behavioural patterns, such as open feedback, can be socialised in this way, drawing others into their orbit so to speak, they must first be trained.

The mechanisms provided by ProgressMaker® enable you to define together with your team which specific behavioural patterns (so-called phenomena) you want to see more strongly emphasised. This is done by identifying the corresponding values and desired degree of change respectively which patterns should be stopped, both in order to consistently establish the culture you would like the relevant team to adopt.

ProgressMaker® Culture Module Features

5-Step Module

Use the 5-Step Module to Consciously Change a Culture

ProgressMaker® provides a tried-and-tested procedure based on modern behavioural research to change the culture of an entire organisation or of individual teams.

  • Within the scope of a guided process teams model what they would like to change about themselves and why (integration and providing meaning). They use phenomena to describe which criteria exactly they would use to evaluate whether they themselves are making progress in changing their behaviour. If, for example, there is a desire to be braver about making decisions, then the criterion could perhaps be reducing the number of queries made to a superior or escalations.
  • These phenomena are then evaluated and “mirrored” on a continuous basis, generally every one to two months.  Mirroring shows clearly whether progress is being made in changing behaviour.
  • Coaching sessions and other developmental measures are discussed and decided on in order to move development of the phenomena forward.


If the problem is not ability to change but instead desire to change, then this will trigger a consistency mechanism which has been clearly defined in advance.

Culture – the systematic way to reach the next level

Use ProgressMaker® to systematically describe and define what exactly the next success plateau for your teams and organisations will be like. What has changed and what effect has this had? Generally speaking, the unpleasant things are the ones which move us forward the most quickly, both in terms of organisation and also personally.

  • What are the specific differences between the next success plateau and the current situation?
  • Guided time travel: What exactly has changed after we and our culture have achieved successful development?
  • Be part of your new culture of performance before you have even embarked on the journey.
  • Visualise and emotionalise these target statuses systematically.
Success Level

A Change of Culture - Success - Discomfort

Changing a culture, in other words the team’s lived and experienced behavioural patterns, does not necessarily have to take a long time! The extent of the team’s willingness to experience discomfort also always plays a role, because change is always involves discomfort. If this was not the case, then we would have done what needed to be done long ago.

  • What are the most important levers to move us forward culturally in terms of how we treat each other and our team performance?
  • How much conscious discomfort are we prepared to experience to achieve this?
  • Who specifically must display which behavioural patterns or stop them to achieve success?
  • How can we structure clever mirroring – in other words, evaluate whether we are moving forward with development of behavioural patterns?

High-Performance Organisations do not come into being by chance; they are systematically developed!

Even More Features for a Change in Culture

Work on Your own Behavioural Patterns Systematically

To change a culture, in other words lived and experienced behavioural patterns, it is, on the one hand, necessary to specifically describe what exactly should be changed on the basis of a jointly developed meaning (“Why do we want to change this at all?”) and, on the other, work must be carried out to crystalise how progress will be identified. If the target is to show employees in a warehouse more appreciation, then corresponding progress could be linked to whether those employees perceive any change in appreciation.

Behavioural Patterns
Cultural CIP Management

Cultural CIP Management – the Training Cycle

Using the desired changes in behaviour and corresponding mirroring as their starting point, the teams embark on a continuous improvement process (CIP) which they use a pre-defined offering to select which measures they wish to use to train themselves to adopt the new behavioural patterns. Mirroring is carried out every one to two months to establish whether the CIP measures which have been introduced are bearing fruit.

Nothing will happen where nothing happens when nothing happens

Many people would like to be part of a system such as an innovative error and debate culture or a constructive learning culture, in which the first reaction after an error has been made is not to look for the guilty party. But what happens if individual players do not behave in the desired way? When, after eight CIP cycles and one year, the mirroring values for the phenomena still identify the same old deficits? The answer is that you must be consistent. In this context, consistency should not, however, be confused with severity! ProgressMaker® can be used to define the parameters of your consistency mechanism for changing a culture, so that, unlike many others, your change project doesn’t get stuck in the quagmire.


Available from 2022 – find out more now