Behaviors Actions Decisions Controls team collaborative adaptive

1. BRAVE Framework Behaviors ActionsDecisionsControls team collaborativeadaptive individual hierarchical systemic Relationships CommunicationDebateConflict informal surface welcomed formal in-depthavoided Environment LayoutDécorDress open casual casual walled formal formal Attitudes PurposeIdentity Power committed team diffused less buy-in individual controlled Values LearningRiskTime horizon collaborative open short-term directive protective long-term From The New Leader’s 100-Day Action Plan Bradt, Check, Pedraza, (Wiley, 2011)

2. BRAVE Culture Assessment- Tool 5.2b From The New Leader’s 100-Day Action Plan, Bradt, Check, Pedraza, (Wiley, 2011) Behaviors ACTIONS: Observe whether people have a bias to act more on their own as individuals or as a team. DECISION MAKING: Observe whether bosses make decisions and tell subordinates what to do or tend towards more team-based collaborative co-creation and consultation. CONTROL POINTS: Observe whether the business is managed in writing systemically or more verbally and face-to-face. Other notable practices: Note any other notable practices that give you clues as to “The way things are done around here.” Relationships COMMUNICATION: The scale here goes from more formal to less formal modes and manners. INTELLECTUAL DEBATE: Look to the difference between surface-level, polite conversations and more in-depth probing, discussion, and debate. CONFLICT: Determine if people have a bias to avoid conflict because it is destructive or welcome it as a constructive way to move ideas forward. Observations RE: use of Credit and Blame, and so on Attitude Buy-in to Purpose: Dig into the level of commitment to the organization’s purpose. identity: Probe where people fall on the scale of identifying with themselves, their sub-group, their group/division or the organization as a whole— – one-team. power: An organization’s attitude to power is closely related to the way it makes decisions. Whether power is institutional, personal, or resource-based, figure out how tightly it is controlled or diffused. other observations: Note other hints about people’s attitudes. Values learning: Determine if people are directed around what and how to learn or whether learning tends to be more collaborative and shared. risk appetite: Determine if the organization cares more about protecting what it has or gaining what it doesn’t have, but could have risking more to gain more. time horizon: Determine whether the organization is more focused on shorter time- frames or longer time-frames. underlying beliefs: Get at the beliefs and assumptions underlying the organization’s choices. Environment office layout: Note the bias to more formal walled offices versus more casual open spaces. office décor: Note the formality of work spaces. how people dress: Note the formality versus casualness of the way people dress. other insights: Note other clues from the environment. Readiness for change: This is the main question. Organizations with more dimensions on the right are generally more ready to change than organizations with more dimensions falling to the left of these scales.