Co-creating a transformative technology culture

Co-creating a

transformative technology culture

By Christine Whitney Sanchez Chief Culture Officer

4 | Introduction

6 | Cultural and digital transformation

8 | Defining organizational culture

10 | An invitation to transform the culture of ASU’s technology organization

12 | Cultivating a culture of trust

13 | Structures for belonging

14 | The four dimensions of culture

21 | Culture Student

22 | Mapping the journey - leading inclusive cultural transformation

27 | Advancing a culture of innovation: A view from the top

28 | T4 Leadership Academy - transform, trust, talent, tech

29 | Our culture work is ever-evolving

30|

31

Introduction

It’s clear that technology is transformative. It changes the form of our interactions, the way we work, how we communicate and the speed with which we operate. Unfortunately, technology isn’t picky about whether it creates positive or negative change. It must be guided through the mores and methods brought to life through culture – this is the transformative medium through which technology is mindfully and humanely applied.

How can we co-create conscious collaborative cultures? That has been my focus for the past five years inside the technology organization known as Enterprise Technology at Arizona State University (ASU). It has been my honor to work with hundreds of technologists who volunteered their time to learn together, develop cultural practices, design and deliver programs, staff communities of practice and embody the shared values that have led to increased self-awareness, community focus and a more collaborative culture.

I’ve spent my entire career lovingly disrupting the status quo. I began working with one person at a time who wanted to change their life. As a psychotherapist, I marveled at the resilience of the human spirit. Many of my clients overcame unimaginable trauma and psychological symptoms, such as depression or anxiety, which had become part of their daily experience. They worked to disrupt the patterns that had kept them from growing. They found the strength to face the past and make new decisions for a healthier future. I also learned that when my clients did their work with others, they could progress more quickly. Whether they were working with their partners, their families or in group therapy, they expanded their perspectives and learned from the courage and success of others.

After more than twenty years in that field, I began expanding my perspectives as I engaged with even larger groups of people through the practice of organization development (OD). As a large-scale change consultant, I found that most people sincerely want to collaborate and will contribute their best ideas if they are given meaningful

opportunities. And given adequate support, many people will not only help to create change in their families, their organizations and their communities, but they will also disrupt their patterns to change themselves.

Twenty-five centuries ago, the venerable Greek philosopher, Heraclitus, had a profound insight: “The only constant in life is change.” Yet, despite this universal truth, humans are predisposed to resist change. Our nervous systems crave stability, making shifting mental models and entrenched habits challenging. Resistance amplifies when change feels forced upon us.

When there are disruptions in human systems, people naturally feel unsettled and confused about their future. While the rational mind may understand that the only constant is change, the emotional part of the brain is not rational. The limbic system, which is responsible for our survival, kicks into gear when confronted with challenges that require rapid adaptations. In simple terms, we tend to either freeze, fight or flee.

Within this struggle, opportunities for transformation present themselves. When change is woven into the fabric of collaborative efforts, when everyone is consistently invited to participate in the cocreation of change, individual resistance carries less power. According to social scientist Damon Centola, Ph.D., the tipping point for social change is 25%. When this critical mass is engaged in co-creation, changes can explode into systemic transformation.

Cultural and digital transformation

In the realm of higher education, technology organizations are at the forefront of rapid change. Students are often more tech-savvy than their professors and learn differently due to their digitally enhanced lives. Digital transformation is one of the primary enablers of student success and rewires the organization to facilitate the rapid integration of ever-evolving technologies. It also changes the ways human beings interact with each other.

Cultural transformation supports digital transformation and vice versa.

Co-creating a culture with a growth mindset becomes a key to unlocking the potential of digital transformation, encouraging people to embrace change and innovation and facilitate the adoption of new digital tools.

Culture sets the tone for employee engagement. A positive and inclusive culture fosters a sense of purpose and belonging. Engaged employees are more likely to contribute new ideas, collaborate and take calculated risks.

Nurturing creativity, curiosity and an appetite for exploration cultivates an ecosystem where the seeds of digital innovation and human wellbeing take root. An agile culture emerges, where we learn from failure and swiftly adapt strategies, structures and processes to seize emerging opportunities. Promoting ongoing learning, upskilling, and reskilling prepares employees for the evolving digital landscape. Prioritizing ethical behavior and responsible innovation is paramount to building trust within the organization and with customers, partners and other stakeholders.

Defining organizational culture

Organizational culture contributes to the unique social and psychological environment in the workplace. It permeates every aspect of the workplace, often operating subtly beneath the surface.

When you enter the workplace or step into a meeting, you might notice how people relate. Is the atmosphere transactional or more personal? Are people displaying respect and kindness or projecting anxieties and safeguarding their egos? Is there underlying tension or a sense of camaraderie? Your experience within the organization—the behaviors witnessed and the palpable vibe— are all part of organizational culture.

Culture is socially constructed through our underlying beliefs, values, principles, behaviors and enabling structures. It can be witnessed in our conversations and the outcomes of our collaborations. At ASU, our Enterprise Technology team takes an appreciative approach. We illuminate what is working, what we need to change and what we should let go. We co-create our vision of a thriving future and the steps we need to take to realize our dreams.

I hold two fundamental tenets about culture transformation.

My primary tenet underscores the importance of inviting everyone to engage in transformative work. While not everyone may choose to participate, a critical mass can catalyze organizational culture change.

The second tenet emphasizes the crucial role of top-level support. This differs from driving change from the top down. In our case, the unwavering support from ASU’s

Chief Information Officer (CIO), Lev Gonick, played a pivotal role in nurturing the work we undertook from within.

Ideas about the benefits of culture change and distributed leadership aren’t new. They’ve been floating around in management theory and organization development since the mid20th century and have been evolving ever since. However, putting them into practice inside ASU’s technology organization was a bold move. It was also a necessity.

To understand how we accomplished this, we have to go back about five years when the intentional work to transform our culture began.

“

I agree with the concept that the day of the leader is gone - that leader looking down from the top of the pyramid while the people looked up. Instead, we have leaders at every level of the organization.”

-Frances Hesselbein

Former CEO of Girl Scouts of the USA.

Interviewed June 2, 2003

“Fixing culture is the most critical and difficult part of corporate transformation. In the end, management doesn’t change culture. Management invites the workforce itself to change the culture”.

-Lou Gerstner Former Chairman and CEO of IBM

An invitation to transform the culture of ASU’s technology organization

In 2018, I joined Enterprise Technology at ASU as the first Chief Culture Officer. Before that, I had been coaching and consulting with leaders worldwide, who were dedicated to adopting an appreciative, strengthbased approach to strategic collaboration, organizational development, and cultural transformation.

Whether the work was leadership development, strategic planning, community impact, board development or large-scale member engagement, the most prominent underlying force was the culture. Yet, almost every engagement began with the need to make a compelling business case for culture work. It was often perceived as a “niceto-have” rather than a critical factor in the organization’s success or bottom line. Fortunately, ASU’s CIO, Dr. Lev Gonick, recognized the vital role of a thriving culture in enabling innovation and the successful

fulfillment of organizational commitments. Before assuming his role as CIO, Lev and I met at a buzzing coffee spot in Tempe. There, we quickly realized our shared beliefs on fostering a thriving organization: building on strengths, establishing conditions for self-organization among employees, and prioritizing culture transformation above all.

When Lev initially approached me about joining ASU as IT’s first Chief Culture Officer, I was more than a little surprised. After all, I had been running my own show since grad school, first as a transpersonal counselor in private practice and later as a principal and partner in strength-based consulting firms.

I told Lev I was honored yet confident I was not supervisable. His knowing laughter was reassuring.

I pay attention when life pulls a fast one and catches me by surprise. I was in the

middle of several big consulting contracts requiring cross-country travel. Business was booming, and I enjoyed traveling to work with international clients several times a year. At the same time, my 91-year-old mother’s health was beginning to fail. It would be good to stay closer to home.

I immediately sensed that I was being offered an unexpected opportunity to lead – rather than consult with an organization open to a strength-based, values-led, mindfulnessinformed philosophy. I was eager to discover if I could employ an inside-out approach to change while working within a vast ecosystem like ASU. Could we develop trust, engage stakeholders and cultivate a conscious, collaborative, culture?

Lev and I connected through our shared practices - holding an abundance mentality, taking a stand for access and equity and building on strengths. We had both practiced Appreciative Inquiry (AI), a strength-based organizational change framework that seeks to identify and amplify the positive aspects of an organization. This approach involves actively exploring and appreciating a system’s strengths, successes, and assets

instead of focusing solely on its challenges or shortcomings.

In addition to discussing Appreciative Inquiry, our conversations extended to the principles and practices of Chaordic Organizing. Dee Hock, the Founder and CEO Emeritus of Visa Corporation codified the Chaordic Concept, which leverages the creative energy in the intersection between chaos and order. This approach led to the invention of the Visa card and the electronic transfer of funds. Our discussions delved into how these frameworks could be integrated to foster transformative and sustainable organizational development.

Both of us believe in creating organizational structures that are less hierarchical and more democratic. We both knew that merely emphasizing the importance of culture wouldn’t suffice. It was crucial to swiftly co-create tangible change. This required extending an open invitation for everyone to be part of the transformative journey. Simultaneously, it necessitated co-creating simple and reliable structures that would endure, providing a foundation to lean on during challenging times.

Cultivating a culture of trust

Transforming culture requires enormous amounts of goodwill and internal effort. When I assumed the role of Chief Culture Officer, I actively sought input from everyone I interacted with. I asked, “What could we cultivate here to significantly enhance the staff’s experience and improve our innovation and service?

Suggestions like busting silos, clarifying and managing expectations and investing in professional development were offered. But the predominant response was almost a plea: “Increase trust!” This includes trust among team members, trust in leadership, trust in the university, and trust in oneself.

Building a culture of trust relies on principles and practices that foster genuine human connections. When individuals are more open, honest, and transparent, confidence in relationships grows. Leaders who follow through on their commitments inspire others to follow suit. This fosters psychological safety and enhances organizational capabilities such as vulnerability, credibility, accountability, and agility.

Drawing on my experience as a relationship counselor, I often use the metaphor of the “Goodwill Bank.” In any relationship, there is a shared energetic entity that accepts deposits of kindness, empathy, responsibility, caring, and loving advice — actions that contribute to the “Goodwill Account.” People in the relationship can also withdraw through selfishness, unfulfilled promises, a critical attitude and neglecting others’ needs. Similar to a financial bank account, the health of the Goodwill Account depends on all parties making more deposits than withdrawals.

Relationships flourish when individuals act with positive intent, work on their attitudes and behaviors and consistently deposit into the Goodwill Bank. However, our egos or lack of self-awareness may lead one person to withdraw more than they deposit, which often strains the relationship. If there’s a strong bond established through numerous positive experiences, the relationship can undergo reconciliation.

Just as the Goodwill Bank needs replenishing, trust in human relationships requires a constant refresh as the relationship is continually being co-created.

Structures for belonging

What happens in the case of a team with numerous interpersonal connections, each demanding attention? When considering larger contexts, how do trust dynamics unfold within systems encompassing hundreds or thousands of individuals?

Trust is intricate and complex within organizational settings, necessitating simple frameworks for fostering a sense

of belonging. During periods of heightened stress within a system, individuals seek a refuge where they can reflect, connect with kindred spirits and receive support. At Enterprise Technology, we have collaboratively developed inclusive frameworks for fostering belonging, such as the Positive Core Values, Leadership Principles, and communities of practice. Apart from conventional working groups, project teams, and functional core groups, communities of practice have evolved into generative spaces where familiar meeting practices can be adapted to immediate needs to create both dependability and flexibility.

The four dimensions of culture

Organizations are not machines. They are living, evolving organisms. Like human beings, they are influenced by forces within the organization’s soul and personality and the environment and ecosystem of which they are a part.

Four dimensions of culture influence how we relate to each other, how we behave in our teams and how the entire organization shows up in the world. The diagram below represents the nested nature of the four dimensions of culture.

Organizational Soul

The heart and soul of organizational culture resides in its people, purpose, principles, and practices. Individuals are naturally drawn to meaningful work and a sense of purpose.

“ASU is a comprehensive public research university, measured not by whom it excludes, but by whom it includes and how they succeed; advancing research and discovery of public value; and assuming fundamental responsibility for the economic, social, cultural and overall health of the communities it serves.”

The ASU Charter was magnetic for me, attracting my attention long before I joined the staff. When you inquire about what brought faculty and staff to ASU, many will cite the ASU Charter as a guiding force.

Within Enterprise Technology, people are at the center of our vision.

“ASU Enterprise Technology collaborates to design and deliver an exceptional, human-centered digital experience for the communities we serve – ASU students, faculty, researchers, staff, and the greater community in Arizona.”

The term “human-centered” gains even more significance in the fabric of our organizational culture as we integrate the latest applications of Artificial Intelligence (AI). We are committed to deeply understanding the ethical considerations and social implications inherent to AI technologies. To that end, we are guided by ASU’s newest design aspiration, Principled Innovation™

Principled Innovation is the ability to imagine new concepts, catalyze ideas, and form new solutions guided by principles that create positive change for humanity. We ask, “We can innovate, but should we?” The Enterprise Technology team aspires to develop digital experiences that align with our humancentered purpose by placing character at the core of our decisions and actions.

To assess the health of our organization, we turn to the people. At Enterprise Technology our Culture Check-in twice a year gauges the alignment employees feel with our Positive Core Values and Leadership Principles. These shared tenets guide our behavior and inform practices, helping us stay true to our purpose and principles. Our dedication to our shared values—Belonging, Relational, Authentic, Visionary, Empowered—is evident, and our bi-annual Culture Check-in survey is anchored in these BRAVE values.

Organizational personality or ego

In addition to their people, organizations have a personality of their own. This is the identity they show to the world. Some organizations exhibit agility, swiftly adapting to new circumstances with nimble moves. Others stand firm like a rock– steadfast, reliable, and resistant to change. Spirited organizations draw attention, while more modest ones focus on serving.

The ego of a culture is observable through the mindsets, character, behaviors and structures that support how people relate to each other and how the work gets done. It’s vitally important that the cultural ego takes its direction from the organizational soul, not the other way around. The higher purpose materializes through concerted efforts of its personality.

At Enterprise Technology, we foster a growth mindset that believes individuals, groups, and entire organizations can and should evolve. This mindset is reflected in our belief that our structure is highly adaptable. We’ve redesigned the organization twice in the last five years in response to ASU’s digital transformation and generative AI needs.

Simultaneously, we’ve heightened our focus on character by upholding our BRAVE values and instilling a commitment to individual responsibility and accountability for promised deliverables and behavior.

Environmental tone

The synergy between culture and the work environment is palpable. Picture stepping into an environment where Enterprise Technology staff are deeply absorbed in their tasks.

It’s a dynamic spectrum, fluctuating depending on the specific group occupying the space. You might encounter a light and playful vibe with an underlying camaraderie or team members talking in hallways, or you may sense a collective focus prompting a subdued ambiance as everyone concentrates on their computer screens. Irrespective of the activity level, our inspiration lies in co-creating an ambiance of respect and trust guided by our shared BRAVE values.

Positive Core Values

We hold ourselves to a higher standard and want to make sure that we are aligned with the Enterprise Technology Positive Core.

BRAVE

We encourage you to use these principles to boost your understanding and to guide your desired outcomes by considering how your goals align with at least one of the values.

At Enterprise Technology we hold ourselves to a higher sta d with the our Positive Core*. We encourage you to use these guide your desired outcomes by considering how your goals

Belonging

We intentionally create a community that calls upon the insights impar ted by those with diverse experiences. Par t of our commitment to fostering a psychologically safe environment is the "inclusion of all," inviting an array of different voices early and often.

Include Listen Value Community

Relational

Healthy relationships are at the hear t of our intentional culture. We are open-minded, as we look for the potential within individuals, groups and processes. We strive to create transparent and generative relationships.

Teamwork Intentionality Openness Diverse

Authentic

We value the unique skills and perspectives each person brings to the table, honoring creativity and respectful self-expression. We practice congruence in our words and actions. We continue to learn from our mistakes, set healthy boundaries and exercise vulnerability and compassion.

Integrity Accountability Passionate Inclusive

Visionary

We co-create positive images of the future and strategically prioritize creative and collaborative plans. These plans are clearly ar ticulated, iterative and adaptive to the changing world, with the willingness to own the risk involved.

Aligned Pragmatic Adaptive Celebratory

Empowered

We cultivate mutual trust and champion each other to take initiative, to think and make decisions on our own accord, and leverage our skills and talents for the greater good.

Action-Oriented Enabling Trusting Responsive

Specific workspaces are intentionally designed to foster collaboration. Notable examples at ASU include the Engineering Hive, the Cloud Innovation Center (CIC), and the open workspace for executive staff. These spaces are crafted with distributed leadership, self-organization, creative mashups, and agility in mind.

*Positive Core (Refer to th s intermittently as it s fluid)

You might discern the organization’s varying maturity levels if you tune in to your Spidey sense. The openness to change, speed of adaptation, transparent information flows, customer relationships, and cultivation of an innovative environment are indicators of a maturing organization.

Ecosystem

Enterprise Technology is nested within larger ecosystems, such as the ASU Enterprise, the realm of Higher Education, the State of Arizona, the U.S., and the planet. Influential forces at play impact each layer of these ecosystems. While these forces, such as market dynamics and the nuances of local, national, and international politics, are often beyond our control, they significantly shape the culture of our technology organization.

The degree to which an organizational culture is grounded or fearful, open or closed, optimistic or pessimistic, determines whether the organization can mindfully respond or

mindlessly react to the forces beyond our control. The intricate dynamics of the wider world add complexity to our understanding.

One such example is what happened when we were all sent home in March 2020. COVID-19 was an explosive force that necessitated many skillful responses so ASU’s students, faculty and staff could continue their work. Because digital and cultural transformations were progressing well, we could quickly pivot to using virtual tools to conduct our business. Committing to the Zoom platform on an enterprise scale was just one example of digital transformation. On a cultural level, we engaged

in high intention and attention. Being virtual meant holding the intention to stay connected and designing our Zoom calls and virtual events to be as engaging and interactive as possible. At the same time, we paid high attention to the issues and opportunities that were emerging.

Technology

Technology has a multiplying effect on organizational culture. When the tools of technology are used to augment our human capacities, we can expand our ability to process vast amounts of qualitative and quantitative data and also be more inclusive by bringing people together across time and space, creating community with people who are working in different locations and time zones. Used in alignment with shared values, technology can increase our sense of belonging and make it easier to collaborate.

At Enterprise Technology, our connection with technology is both deep and ever-expanding, focused on crafting human-centered digital experiences for the communities we serve.

Responding with agility to the pandemic demonstrated our resilience and heightened

our confidence in navigating new, emerging, and transformative technologies, such as generative artificial intelligence. In 2023, we took a significant step forward by establishing AI Acceleration, a dedicated team of technologists committed to pioneering the next generation of AI tools.

This team has a clear charter: to generate positive outcomes for students, pave innovative paths for groundbreaking research, and develop the technical infrastructure for more streamlined business operations. Grounded in Enterprise Technology’s cultural values, they emphasize that wielding the power of AI comes with the responsibility to innovate in a principled manner, aligning with our charter and values of inclusion and access. They are dedicated to AI enhancing human intelligence and capabilities, promoting equal access to creativity and amplifying potential rather than replacing them.

As we consider the holistic dimensions of culture, we remain committed to cocreating principles and practices that guide the evolution of the organizational soul, personality, environment, and ecosystem.

Culture Student

The Dimensions of Culture model is an artifact of my journey as a lifelong student of culture. This journey began in my childhood, continued through college and graduate school, and took on tangible form when I started practicing as a Transpersonal Counselor.

I held the possibility with my clients that they could go beyond (trans) their ego patterns (personal). I was especially fond of group work, where mini cultures of care would support each individual in therapeutic work and learning from others. I took some of those practices into the workplace and began supporting teams, departments and eventually entire organizations to evolve. Cultural work mirrors transpersonal work in many ways—moving beyond ego structures to work on ourselves while learning collaboratively.

My first formative experience with culture took place when I joined the Girl Scouts as a Brownie. When we engaged in service projects that took us to different parts of the city, I realized there was a much broader and more diverse community in Phoenix than I had been aware of. As a Cadette Girl Scout, I was a volunteer counselor at Girl Scout day camps in neighborhoods very different from mine. I loved working with girls who sang songs and played games that were not part of my daily life. On my 16th birthday, I attended a huge international event in Idaho with more than 10,000 fellow Girl Scouts. Meeting girls from different cultures activated my interest in how diverse groups could learn from each other.

My curiosity grew as a college student at the University of Hawaii at Manoa. When my family landed on Oahu, I was called a “haole.” Although that term can be used in a derogatory manner, the original meaning was “foreigner.” It was difficult for me to get my social bearings. For the first time in my life, I had trouble making friends. I certainly felt like a foreigner.

Initially, my only friend was a student who had gone to school on the mainland and had returned to Hawaii to complete her education. Thankfully, she understood many differences in the cultural contexts of the mainland and Hawaii. She became my cultural interpreter.

One day I tearfully said, “I don’t know what I’m doing wrong.” She replied, “Christine, you can’t just walk down the mall and say hi to everyone. You don’t know them yet. It’s rude.” At that moment, I realized that I had to learn the multitude of mores that exist among the many ethnic groups and change my ways so that I could find a sense of belonging wherever I go. Since then, I’ve committed myself to remaining curious and culturally sensitive.

Culture is an invisible yet powerful force for belonging, permeating everything around us. Harnessing that power for collaboration and collective good became the essence of my professional passions.

The author emphasizes the importance of a collaborative culture to a group of ASU technology leaders

In the Fall of 2018,

Mapping the journey - leading inclusive cultural transformation

My tenure as the Chief Culture Officer began with a commitment to active listening, a skill honed during my years as a psychotherapist and further refined through my exploration and teaching of Appreciative Inquiry, World Cafe, Open Space Technology, and other strength-based approaches. Crafting insightful questions has always been my doorway to delving into the intricacies of an organization.

I conducted Appreciative Interviews with members of the Enterprise Technology community and other ASU folks I knew before coming to ASU. To introduce the interviews, I sent everyone this message:

“Enterprise Technology is embarking on a journey to transform our organizational culture. There are many reasons for this, not the least of which is to develop a generative culture to support digital transformation and the day-to-day work that delights our customers and promotes a fulfilling and pleasurable place to work. We invite you to take part in the early stages of this journey to help us discover the best aspects of our shared workplace culture and to nurture and encourage a thriving culture.”

Communities of Practice

The cumulative insights from these interviews painted a compelling narrative. The interest in cultural change exceeded my expectations,

with many expressing readiness to contribute actively. This signaled the formation of a culture design team.

An inclusive invitation was extended to anyone interested in attending an initial meeting. To ensure diversity across levels and functions, personal invitations were sent to employees and leaders from various departments, including engineering, security, data intelligence, user experience, training, and the call center. Additionally, an open invitation was extended to all Enterprise Technology employees.

The Culture Designers convened in the fall of 2018 to discern what aspects needed preservation, what warranted change or letting go, to articulate our vision for the

culture of Enterprise Technology, and to strategize the operationalization of our findings.

It became evident that we had a critical mass of individuals eager to participate in what evolved into the Culture Weavers Community of Practice.

Almost five years later, over half of all Enterprise Technology employees have participated in Culture Weavers. We convene regularly to welcome new members, foster connections as a mindful, heartful community, share announcements, and participate in activities that enhance our organizational culture.

several staff members from Enterprise Technology attended the inaugural Culture Designers to chart the course for transforming workplace culture.

As the word about Culture Weavers spread, people outside of Enterprise Technology approached us with the idea of creating a similar initiative for the ASU community. This sparked our memory of the vision we initially held of the ripple effect of culture work. It was only natural to name our next community of practice “Culture Ripples.”

Initially, the two communities operated independently. Today, Culture Weavers gather twice a month, and Culture Ripples and Culture Weavers convene together once a month. This harmonious collaboration has facilitated the cross-pollination of cultural practices from specific ASU areas to the entire institution.

These communities of practice serve as generative containers for our cultural work. We always establish a space for individuals to share personally and professionally, beginning with a reflective question and a minute of silence. For instance, we might delve into a personal inquiry, such as, “What

type of support are you most longing for?” Alternatively, the question may prompt reflection on professional experiences, such as, “In what way are you embodying the ASU Charter?” Each person then “checks in” one at a time, creating a meeting environment where everyone’s voice and reflections are welcomed. This transformative start alters the room’s atmosphere, influencing the entirety of the meeting.

Origin story - the beginning of the journey

My first encounter with Enterprise Technology was as a consultant. In late 2017 Lev and I took the leap into leadership and organizational development with his senior team. On a radiant December day, Lev hosted the first-ever senior leadership retreat at the Tempe Buttes Marriott. With its panoramic view of the Valley of the Sun, where ASU is located, this venue was symbolic, mirroring the expansion of mindsets and the opening of hearts.

We gathered in a circle where I initiated our session with the resonating chime of a bell. This simple act prompted a moment of reflection, inviting participants to tune into their hopes and intentions for the retreat. This practice has since evolved into a foundational cultural tradition — taking a moment at the outset of gatherings to breathe, find stillness, contemplate, and connect.

These technology leaders found themselves in an unfamiliar meeting environment, distinct from the typically transactional nature of most management meetings. Our objectives were geared towards fostering the conditions for organizational transformation – initiating the interpersonal work of self and collective understanding, uncovering shared values, and embarking on what Appreciative Inquiry calls the Positive Core.

As mentioned previously, Appreciative Inquiry is a philosophy and framework for positive change that supports individuals, teams, organizations, and communities in evolving toward what they collectively focus on. When we focus on what is already working, what we

do want rather than what we don’t want, what we value most and what we want to preserve going forward, we lay a living foundation for change. This foundation is reassuring to those engaged in the transformation journey. Not everything will change. We will take what is most important on the journey with us.

Early iterations of the Positive Core expressed the organization’s values, rooted in the best aspects of the past, invigorated by present strengths, and inspired by a vision of a promising future.

Countering some initial skepticism, the results of the retreat spoke volumes about the power of collective intelligence. Within a week of the retreat, the first version of the Positive Core was published. Nearly five years later, it preserves the essence of that foundational conversation – defining why Enterprise Technology exists, outlining our purpose, and specifying how we collaborate. We revisited, refined, and added a fifth core value throughout the years, shaping a BRAVE culture characterized by our shared values of Belonging, Relational, Authentic, Visionary, and Empowered.

In 2017, Enterprise Technology staff began working on the organization’s Positive Core, which included purpose, values and aspirations. Today, the Positive Core is a focal point for many cultural conversations.

Engaging the technology community through large-scale events

Our next significant step in cultivating a culture of belonging involved hosting the inaugural ASU IT community gathering for technology professionals, who play vital roles in the central technology organization (Enterprise Technology) and various colleges and departments. This groundbreaking event marked the first time more than 1,600 technologists from across ASU were invited to come together, uniting as members of a cohesive professional community.

The participants who showed up created a buzz in the newly built ASU Student Pavilion, which was filled to the brim with technologists who were together for the first time. In addition to standard event fare, including keynotes and timely topics presented from the stage, I opened the space for participants to create their agendas on the spot by posting breakout sessions, which the participants took the responsibility to host, self-organize to talk about what they most cared about and to report on their top actionable suggestions at the end of the day.

To facilitate these dynamic discussions, I employed one of my preferred meeting methods, known as Open Space Technology In the accompanying photo, you can observe topic sheets adorning the “purple sticky wall,” with participants actively selecting which sessions to attend, contributing to a vibrant and participatory event.

Participants at the Emerge Enterprise Technology event engaging in thoughtful consideration while choosing Open Space sessions. Attendees were responsible for hosting and self-organizing discussions around their interests and later reported on the next steps.

Organizing large-scale events is just one avenue through which we’ve fostered a transformative shift in the IT culture from within. The core of our ongoing cultural efforts revolves around community building - within and beyond Enterprise Technology - through small and large events and communities of practice, such as Culture Weavers and Culture Ripples.

We have hosted Empower every year since its inception, bringing together voices from across the university’s IT community. The image below captures a moment from Empower 2022, our first in-person IT community event post-COVID. Empower allows us to collectively showcase and envision successful and emerging technology applications at ASU. Participants leave with strengthened connections, innovative ideas forged through shared experiences, and actionable lists that contribute to shaping IT strategy and priorities at ASU.

The joy of being together was palpable as individuals engaged in meaningful discussions about the organization’s future.

Empower, the leading event uniting voices within ASU’s IT community, serves as a platform to showcase and envision successful and emerging technology applications at ASU. Once COVID restrictions were lifted, participants were eager to meet in person again.

Advancing a culture of innovation: A view from the top

To foster a culture of innovation, everyone must be invited - not mandated - to participate. Cultural transformation is a collaborative effort, not dictated from the top down. Instead, it is a continuous co-creation by the people within an organization. While innovation emanates from all levels, effective cultural change requires support from leadership.

In my five years at ASU, I’ve observed the dynamic waves of innovation and transformation, a testament to the commitment of ASU Enterprise Leaders. Their connection to a higher purpose, including ensuring educational access, conducting research with public and planetary value, and a steadfast dedication to the communities we serve, provides the necessary foundation for sustained progress.

When I interviewed ASU President Dr. Michael Crow, Managing Director of the ASU Design Institute, Dr. Minu Ipe and ASU CIO Dr. Lev Gonick, it was clear that these leaders understand the vital role of culture in ASU’s success.

ASU’s culture grounds us in focusing on the success of the entire community, constantly innovating technology and design that is “student-driven, learner-driven, communitydriven.

Dr. Ipe:

Infusing culture throughout the university is a natural extension of the ways in which we “democratize innovation.

Dr. Gonick:

ASU can and must create a more learnercentered future rather than an elite, topdown approach.

Since joining ASU, I’ve emphasized that each of us holds a leadership role. Positional titles do not confine our impact on and responsibility for the culture; we collectively shape and nurture it. Collaboration and innovation go hand-in-hand, forming the bedrock for democratizing innovation, forging a learner-centered future, and prioritizing the success of the entire community. A significant avenue through which we embody these values is through a recently introduced leadership development program tailored for IT leaders.

Dr. Crow:

T4 Leadership Academy - transform, trust, talent, tech

In the rapidly evolving landscape of IT, professionals face the challenge of staying abreast of both the expansive scope and rapid pace of technological advancements alongside dynamic shifts in social contexts. The T4 Leadership Academy - Transform, Trust, Talent, Tech, is a cornerstone for nurturing well-rounded leaders, seamlessly integrating technical proficiency with essential interpersonal skills.

Co-designed by leadership development experts from various fields at ASU and technical specialists from Enterprise Technology, the T4 program is now facilitated by subject matter experts. These experts intricately weave six critical leadership skills into an immersive exploration encompassing Inclusive Excellence, Transformative Leadership, Organizational and Cultural Development, Cloud and Digital Transformation, Artificial Intelligence, and Data Analysis.

T4 graduates transformative leaders who strategize, design, collaborate on and implement real solutions for real communities.

Our impact is both tangible and measurable, evident through:

1) the technical and cultural growth of the leaders that participate – the students, faculty, staff and partners they empower;

2) the human-centered solutions they generate for social benefit and

3) how they respond with confidence and agility to ever-evolving societal needs.

Historically Black Colleges and Universities and Minority Serving Institutions - Student Freedom Initiative

Answering the ASU Charter’s call for inclusive excellence and the economic, social, cultural and overall health of our communities, the T4 Leadership Academy is expanding.

Encouraged by the 90% high-value ratings of the pilot cohort, T4 is now serving a second cohort drawn from diverse areas within ASU. Additionally, we have extended the reach of T4 to Historically Black Colleges and Universities (HBCUs) and Minority Serving Institutions (MSIs).

We are partnering with the Student Freedom Initiative (SFI). This nonprofit organization catalyzes freedom in professional and life choices for students attending a Minority Serving Institution by increasing their social and economic mobility. A group of leaders from a dozen HBCUs are collaborating with the T4 team to customize the curriculum to meet the special needs of Minority Serving Institutions. Their input is already enhancing the design of T4.

Our culture work is ever-evolving

Five years into our cultural journey at Enterprise Technology, it’s clear that our exploration has just begun. Looking ahead, we’re excited to embark on the creation of a Collaboration Corps next year. Two to four individuals from each functional area become an internal consulting group to foster cultural development and span organizational boundaries within Enterprise Technology. A dedicated Design Team has begun to shape the corps’ purpose, structure, and membership and to plan for their training in the Strategic Collaboration™ Framework, which builds on the best of Appreciative Inquiry.

Simultaneously, we’re revamping our communities of practice to serve the evolving needs of existing members and to welcome those who still want to participate.

Trust is not a static quality. It must be

perpetually revitalized. When there are major disruptions, such as budget cuts, losing trusted colleagues and emerging priorities that cause shifts in strategy, we’ll need to redouble our efforts to live our Positive Core Values. Change is challenging. Keeping our fingers on the pulse of trust is always a priority.

Our commitment lies in adaptive, swiftly adjustable organizational designs. All facets of our culture - soul, ego, environment, and ecosystem - will naturally progress. The pivotal question is whether we will be deliberate in shaping this evolution. I am confident that we will.

Reflecting back on the Four Dimensions of Culture model on page 14, we’ll nurture our organizational soul, emphasizing the people, purpose, principles, and practices that guide our work. Regularly measuring and reflecting on the alignment of our intentions and behaviors remains a priority.

Embracing a growth mindset, we will continuously refine our organizational personality, always considering that it should serve the soul.

Our focus on a more human-centric environment will persist, heightening our awareness of larger forces within the broader ecosystems influencing our trajectory.

Leaders will be encouraged to continually engage in self-improvement, recognizing that we are all leaders in our own right.

Collaborative culture

4

7 Key Actions for Transforming Culture

A call to co-create a collaborative culture

1

Grow a root system of safety and stability

Establish a secure and stable foundation by fostering psychological safety, enabling growth and exploration. Shared values reflect and reinforce the organization’s mission, providing a foundational cultural element.

Cultivate compassion

Prioritize understanding and empathy. Foster a culture that nurtures the heart, recognizing the best intentions in others and creating a compassionate environment.

Final Word from Christine:

Become a culture weaver

No organization stands alone - each entity is part of a more extensive network and is connected to all others. Imagine how trust might be built in the world through organizations that consciously attend to the triple bottom line of people, prosperity, and the planet.

Christine Whitney Sanchez

5

Communicate creatively and clearly

View organizational communications as the embodiment of culture. Words and language are crucial, so infuse creativity into communication strategies while maintaining crystal-clear messaging. Consider developing a common lexicon that reflects your evolving culture.

2

Build simple structures for belonging

Co-create straightforward yet powerful frameworks that encourage community and belonging. Create intentional opportunities for individuals to come together and share knowledge, experiences, dreams, and fears.

6

Stay open to hindsight, insight, and foresight

Learn from the past to shape a better future. Embrace feedback from team members, building upon the best of the past, what is vibrant in the present, and a shared vision for the future.

3

Practice purposeful power

Ensure that culture is palpable and reinforced at every organizational level. Infuse intention into all layers, with distributed leaders exemplifying values and guiding the collective purpose.

7

Connect to the unified field

Cultivate presence, connection, and openness. Develop practices that engage people fully, fostering authentic relationships. When people are present and connected, they are more receptive to emerging innovations from the unified field that serve the highest good for all.

Returning to my top two tenets for culture change, begin by inviting everyone to engage in the neverending work of creating a conscious collaborative culture. If 25% or more of your organization is weaving the culture, then meaningful, measurable social change is possible. And, of course, support from the top is critical. This is not driving change from the top down. Instead, leaders stand with those who weave the culture from the inside out. They support them with resources, by removing obstacles and through wide acknowledgment of their systemic accomplishments. Leaders model the change, becoming more transparent, open, and vulnerable.

As the saying goes, “Organizations don’t change. People do. And then they transform organizations.” For those aspiring to contribute to cultural change, initiate the journey by engaging in your inner work. Then, join forces with others to become culture weavers, collaboratively influencing positive shifts in your workplace.

has worked across five continents to build and scale organizational capacity for mindful leadership, strategic collaboration and thriving culture. Combining her psychotherapist experience, Christine collaboratively designs and advances an integrated approach to developing a values-led organizational culture. She has trained thousands of global change leaders in strengthbased leadership and organization development approaches. She has facilitated some of the largest intergenerational conversations in the world. Christine is the Chief Culture Officer within Enterprise Technology at Arizona State University.

To contact Christine, send a message to christine.whitney.sanchez@asu.edu