Rudy Trebels, President & CEO, Wedgewood Investment Group, has over 35 years experience in financial services. As a business graduate from Drake University, Rudy has remained heavily involved in the future of his alma mater. he currently lives in Glenview, Illinois where he enjoys spending time with family and attending various charity golf events. In this presentation, Rudy includes 8 principal ways management can create psychological safety for organizations undergoing change, from Edgar Schein's "The Corporate Culture Survival Book"

1. C H A N G E M A N A G E M E N T:
8 WAY S T O C R E AT E
P S Y C H O L O G I C A L S A F E T Y
P R E S E N TA T I O N B Y R U D Y T R E B E L S

2. C R E AT I N G P S Y C H O L O G I C A L
S A F E T Y F O R O R G A N I Z AT I O N A L
M E M B E R S W H O A R E
U N D E R G O I N G C H A N G E A N D
L E A R N I N G I S E S S E N T I A L .

3. “ A S H A R E D B E L I E F H E L D B Y
M E M B E R S O F A T E A M T H AT
T H E T E A M I S S A F E F O R
I N T E R P E R S O N A L R I S K
TA K I N G — A N D M O D E L S T H E
E F F E C T S O F T E A M
P S Y C H O L O G I C A L S A F E T Y
A N D T E A M E F F I C A C Y
T O G E T H E R O N L E A R N I N G
A N D P E R F O R M A N C E I N
O R G A N I Z AT I O N A L W O R K
T E A M S . ”
D E F I N I T I O N :
P S Y C H O L O G I C A L S A F E T Y :
Source: Administrative Science Quarterly

4. A U T H O R & F O R M E R P R O F E S S O R AT
T H E M I T S L O A N S C H O O L O F
M A N A G E M E N T S AY S , C R E AT I N G
P S Y C H O L O G I C A L S A F E T Y I N V O LV E S A
N U M B E R O F S T E P S , A N D T H E Y M U S T
B E TA K E N A L M O S T S I M U LTA N E O U S LY.
E D G A R H . S C H E I N :

5. • In this book, Schein says: “A
change program that
involves unlearning and
relearning requires that eight
conditions be met.”
T H E C O R P O R AT E
C U LT U R E S U RV I VA L
G U I D E
- B Y E D G A R H . S C H E I N

6. A C C O R D I N G T O S C H E I N ,
M A N A G E M E N T T E A M S M U S T
M E E T T H E S E 8 C O N D I T I O N S
I N O R D E R T O C R E AT E
P S Y C H O L O G I C A L S A F E T Y F O R
O R G A N I Z AT I O N A L M E M B E R S
E X P E R I E N C I N G C H A N G E :

7. T H E N E W WAY O F W O R K I N G
M U S T B E P R E S E N T E D A S
N E C E S S A RY F O R T H E
S U R V I VA L O R G R O W T H O F
T H E O R G A N I Z AT I O N A N D B E
P E R C E I V E D A S N O N -
N E G O T I A B L E .
1 . A C O M P E L L I N G P O S I T I V E V I S I O N
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

8. • If you are the target of
change, Schein says, you
must believe that you and
the organization will be
better off if you learn the
new way of thinking and
working.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

9. • The vision must be
articulated (and widely
held) by senior
management.
• And, most important of all,
the vision must articulate
the desired “new way of
working.”
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

10. • If the learners do not
understand the actual
behavior that will be
required of them, they
cannot figure out what
they will have to unlearn
and how they will go about
it.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

11. I F Y O U A R E T O L E A R N N E W
WAY S O F T H I N K I N G , N E W
AT T I T U D E S , A N D N E W
S K I L L S , Y O U M U S T H AV E
A C C E S S T O W H AT E V E R
F O R M A L T R A I N I N G I S
R E Q U I R E D .
2 . F O R M A L T R A I N I N G
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

12. • Schein says, “If the new
way of working
necessitates teamwork,
formal training on team
building and maintenance
must be provided.”
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

13. I F T H E F O R M A L T R A I N I N G
I S T O TA K E H O L D , Y O U
M U S T H AV E A S E N S E
T H AT Y O U C A N M A N A G E
Y O U R O W N I N F O R M A L
M E T H O D O F L E A R N I N G .
3 . I N V O LV E M E N T O F T H E
L E A R N E R
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

14. • Everyone learns slightly
different, so it is essential
to involve learners in
designing their own
optimal learning process.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

15. • Schein says, “The goals of
learning are non-
negotiable, but the
method of learning can be
highly individual.”
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

16. B E C A U S E R E S I S TA N C E T O
C H A N G E I S O F T E N E M B E D D E D
I N G R O U P N O R M S , I N F O R M A L
T R A I N I N G A N D P R A C T I C E
M U S T B E P R O V I D E D T O W H O L E
G R O U P S S O T H AT N E W N O R M S
A N D N E W A S S U M P T I O N S C A N
B E B U I LT J O I N T LY.
4 . I N F O R M A L T R A I N I N G O F
R E L E VA N T “ FA M I LY ” G R O U P S &
T E A M S
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

17. • The learner should not feel
deviant in deciding to
engage in the new
learning.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

18. Y O U C A N N O T L E A R N
S O M E T H I N G
F U N D A M E N TA L LY N E W I F
Y O U D O N ’ T H AV E T H E T I M E ,
T H E R E S O U R C E S , C O A C H I N G ,
A N D VA L I D F E E D B A C K O N
H O W Y O U A R E D O I N G .
5 . P R A C T I C E F I E L D S ,
C O A C H E S , A N D F E E D B A C K
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

19. • Practice fields are
particularly important so
that you can make
mistakes and learn from
them without disrupting
the organization.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

20. T H E N E W WAY O F T H I N K I N G
A N D B E H AV I N G M AY B E S O
D I F F E R E N T T H AT Y O U M U S T
S E E W H AT I T L O O K S L I K E
B E F O R E Y O U C A N I M A G I N E
Y O U R S E L F D O I N G I T.
6 . P O S I T I V E R O L E M O D E L S
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

21. • You must be able to see
the new behavior and
attitudes in others with
whom you can identify.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

22. G R O U P S S H O U L D B E
F O R M E D I N W H I C H
P R O B L E M S
C O N N E C T E D W I T H
L E A R N I N G A R E A I R E D
A N D D I S C U S S E D .
7 . S U P P O R T G R O U P S
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

23. • You must be able to talk
about your frustrations and
difficulties in learning with
others who are
experiencing similar
difficulties so that you can
support each other and
jointly learn new ways of
dealing with the
difficulties.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

24. S C H E I N S AY S , “ I T I S E S S E N T I A L
T O H AV E R E WA R D A N D
D I S C I P L I N E S Y S T E M S A N D
O R G A N I Z AT I O N A L S T R U C T U R E S
C O N S I S T E N T W I T H T H E N E W
WAY O F T H I N K I N G A N D
W O R K I N G . ”
8 . S Y S T E M S & S T R U C T U R E S
C O N S I S T E N T W I T H T H E
D E S I R E D C H A N G E S
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

25. • For example, if you are
learning how to be a team
player, the reward system
must be group - oriented,
the discipline system must
punish individually
aggressive and selfish
behavior, and the
organizational structures
must make it possible to
work as a team.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

26. * R E M E M B E R :
• Many change programs
fail because the new way
of working is not
supported by the
organizational structures,
rewards, or controls.
Source: Schein, E. H. (2010). The corporate culture survival guide: Sense
and nonsense about culture change. San Francisco, CA: Jossey-Bass.

27. – O N C U LT U R A L L E A R N I N G A N D U N L E A R N I N G , F R O M
‘ T H E C O R P O R AT E C U LT U R E S U R V I VA L G U I D E ’
“When an organization sets out to truly transform itself, the
eight conditions described can be created and significant
cultural changes can be achieved.” - Edgar Schein

28. R U D Y T R E B E L S , P R E S I D E N T &
C E O , W E D G E W O O D I N V E S T M E N T
G R O U P, H A S O V E R 3 5 Y E A R S
E X P E R I E N C E I N F I N A N C I A L
S E R V I C E S . A S A B U S I N E S S
G R A D U AT E F R O M D R A K E
U N I V E R S I T Y, R U D Y H A S
R E M A I N E D H E AV I LY I N V O LV E D I N
T H E F U T U R E O F H I S A L M A
M AT E R . H E C U R R E N T LY L I V E S I N
G L E N V I E W, I L L I N O I S W H E R E H E
E N J O Y S S P E N D I N G T I M E W I T H
FA M I LY A N D AT T E N D I N G
VA R I O U S C H A R I T Y G O L F E V E N T S .
I F Y O U L I K E D T H I S , P L E A S E
C H E C K O U T:
R U D Y T R E B E L S . U S