Coaching Intelligence Lab · Chapter 13What people can see: rituals, meeting practices, policies, language and visible behaviours.
The central principle
Culture is not background. It is part of the coaching problem.
What the organisation says it values: safety, honesty, learning or collaboration.
What people believe is safe or rewarded, revealed by consequences and repeated patterns.
Three levels based on the Schein framework described in the manuscript.
Knowledge check
Test your system lens
Answer all six questions. Feedback appears when you choose an answer; this is practice, not a professional accreditation assessment.
Branching decision practice · Dan and Naomi
Coach the person. Notice the system.
Make eight consequential decisions about Naomi, a newly promoted Managing Director. The decisions explore the case and themes from Chapter 13.
Interactive culture diagnostic
The 5G Culture Mapping Lab
Build a three-level picture of an organisational challenge, distinguishing observed facts from hypotheses. Write without client names or confidential information.
Four signals of the climate
Use these prompts to discuss the environment, not to diagnose a person or produce a validated organisational score.
Self-reflection
Your system-aware coaching practice
Rate each skill from 1 (early development) to 5 (consistently demonstrated). These are subjective ratings for learning, not a validated psychometric test.
5G Global · Chapter 13 Development Report
Organisational Culture and the Coaching Relationship
Personalised development report