{"id":1426,"date":"2025-12-16T08:40:07","date_gmt":"2025-12-16T08:40:07","guid":{"rendered":"https:\/\/dbvp.nl\/?page_id=1426"},"modified":"2026-03-18T10:46:43","modified_gmt":"2026-03-18T10:46:43","slug":"cultuur","status":"publish","type":"page","link":"https:\/\/dbvp.nl\/en\/expertise\/cultuur\/","title":{"rendered":"Cultuur"},"content":{"rendered":"
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Cultuur Ontwikkeling<\/h2>\n<\/div><\/div>\n\n\n\n
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Culture, leadership, and AI intersect precisely where inner world and outer world meet.\nIn this theme, we explore culture development as a psychodynamic and digital question: not only what people say \u201cthe culture\u201d is, but what unconsciously plays out in relationships, power, and loyalties \u2014 and in the ways digital systems and AI co-shape daily work.<\/p>\n\n\n\n

From a psychodynamic lens, we look at the undercurrent behind behavioural norms: shame and pride, fear of deviating, hunger for recognition, rivalry, and hidden loyalties.\nThese dynamics show up in meeting language, decision-making, and informal codes \u2014 but also in the place AI is given.\nTechnology quickly becomes a carrier of desire and fear: AI as norm (\u201cthis is how we do things here\u201d), as scapegoat (\u201cthe system wants this\u201d), or as weapon (\u201cthe data proves we are right\u201d).\nIn this way, AI becomes part of the social and psychological system \u2014 and thus part of culture.<\/p>\n\n\n\n

Data and AI choices are therefore never neutral.\nWhat we measure and reward, which models we trust, who gains access to which insights \u2014 these are choices about what is considered valuable, who counts, and who fades from view.\nCulture development then calls for organisations that go beyond simply wanting to be \u201cdata-driven,\u201d and are able to read what data and AI do culturally and dynamically: which norms harden, which voices fall silent, which forms of humanity disappear into standardisation \u2014 and where new space emerges instead.<\/p>\n\n\n\n

Culture development in a HUMAN\u2013AI context is therefore not an implementation project, but a process of transformation from the inside out.\nTeams and leaders learn to recognise patterns, tolerate tension, and make explicit how they want to connect humanity, responsibility, and technology.\nAI becomes both mirror and conversation starter: what does this system reveal about our assumptions, blind spots, and power structures?\nCulture development in the age of AI thus becomes, above all, the courage to face the undercurrent \u2014 in people and in systems \u2014 and from there to collaborate in a mature and humane way.<\/p>\n\n\n\n

Culture development intervention<\/strong><\/p>\n\n\n\n

DBVP starts from the conviction that culture development is not a question of values or communication, but a matter of transformation from the inside out.\nNot: \u201chow do we get the right words on the wall?\u201d but: \u201chow do we develop the capacity to act maturely as a system \u2014 with people and technology \u2014 even under pressure?\u201d<\/p>\n\n\n\n

We consistently work with three interlocking lenses.\nPsychodynamically, we look beyond visible behaviour to underlying drivers, fears, loyalties, and defence mechanisms.\nWhat makes an organisation deflect with jokes instead of speaking, moralise instead of inquire, control instead of trust?\nWe take transference and countertransference seriously: how do leaders, teams, works councils, staff, and \u201cthe outside world\u201d become carriers of projections \u2014 and how is technology drawn into this?\nTension is not noise, but information: here lies something that cannot yet be tolerated or spoken.<\/p>\n\n\n\n

Systemically, we always connect culture to the ordering of the work.\nPosition, mandate, role clarity, and formal and informal power determine what becomes \u201cnormal.\u201d\nThat is why we work with the question: what does the task require, and how should the organisational design support that behaviour?\nWe move simultaneously across multiple levels \u2014 teams, leadership, critical processes, and governance \u2014 so that culture does not remain stuck in intentions, but becomes visible in decision-making, collaboration, and daily routines.<\/p>\n\n\n\n

We explicitly include HUMAN\u2013AI as a socio-technical reality.\nCulture is partly written into dashboards, definitions, data fields, and algorithms: they determine what is visible, what appears \u201clogical,\u201d and what counts.\nWe examine which assumptions are built into systems, when technology is a support and when it becomes a shield, and how moral responsibility remains with people, even when a system presents an outcome.\nAI thus becomes both a work tool and a cultural mirror.<\/p>\n\n\n\n

How we intervene is consistent: we start from the purpose \u2014 what is this culture meant to serve?\nWe work with real situations where friction is tangible, not with abstract values.\nWe design trajectories in which culture, organisational design, and AI come together, and create a learning climate that is warm enough for honesty and solid enough for real shift.\nOwnership remains with the organisation: we are mirror, guide, and challenger \u2014 not the owner of the culture.\nIn this way, culture development becomes not a campaign, but an ongoing movement of inner and systemic shift, visible in behavioural norms and in the way technology is used.<\/p>\n\n\n\n

Methodological considerations<\/strong><\/p>\n\n\n\n

At DBVP, we approach culture development as working on real patterns of interaction in real work: right in the midst of tension, performance pressure, and digitalisation.\nMethodically, we start from purpose and connect it to transformation from the inside out: culture changes sustainably when the undercurrent, roles, context, structure, and systems move together.\nWe treat culture as a relational phenomenon \u2014 expectations, projections, and organisational history are always part of it \u2014 and therefore integrate the personal, interpersonal, and systemic levels.\nWe do not treat AI as an \u201cadditional theme,\u201d but as a factor that co-shapes norms, visibility, decision-making, and moral considerations, and thus directly influences culture.<\/p>\n\n\n\n

Typical methods and techniques<\/strong><\/p>\n\n\n\n

We begin with a deep exploration and clear contracting.\nIn conversations with key stakeholders and teams, we explore the purpose, the dominant cultural codes, and the places where friction occurs.\nWe formulate a shared development task that is directly linked to the strategic reality \u2014 so that this is not about \u201cworking together more nicely,\u201d but about mature culture precisely where it is challenging.<\/p>\n\n\n\n

We then work with living cases.\nTeams and leaders bring in situations in which culture becomes visible \u2014 conflict, mistakes, feedback that does not occur, decision-making that solidifies, exclusion that happens \u201cneatly,\u201d or the tension around AI-driven assessments.\nWe slow down around key moments: what happened beneath the surface, in relationships, in the ordering, and in the data?\nFrom psychodynamic and systemic hypotheses, we open up alternative courses of action that are sound both humanly and organisationally.<\/p>\n\n\n\n

Where appropriate, we use group sessions as a practice field.\nIn labs and workshops, the group itself becomes the material: silences, coalitions, norm-setting, and defence become visible and discussable.\nWe practise tension-filled conversations, addressing issues, setting boundaries, and speaking up \u2014 and sometimes deliberately introduce AI outputs as a \u201cthird voice\u201d to learn to distinguish: what is data, what is norm, what is responsibility?<\/p>\n\n\n\n

We explicitly attend to parallel processes and role reflection.\nPatterns from the organisation often reappear in teams, in leadership, and in the relationship with DBVP; this is precisely where the learning material lies.\nThrough role consultation, we shift from \u201cwhat do you think?\u201d to \u201cwhat does your role, in this system, require to carry culture in a mature way \u2014 and where do you set boundaries?\u201d<\/p>\n\n\n\n

In addition, we carry out HUMAN\u2013AI\u2013specific interventions, always linked to real choices.\nTogether, we analyse how systems shape culture: what do we measure, what do we reward, who falls outside the data, and which assumptions are embedded in definitions and models?\nWe explore cases in which the system \u201csays\u201d something different from professional or moral judgement, and design ground rules: how do we work with AI without outsourcing responsibility?<\/p>\n\n\n\n

Finally, where possible, we work in the moment.\nBy observing critical meetings, through short debriefs, and via short-cycle learning loops, we bring culture development back to the place where it needs to land.\nWe prefer small, consistent shifts in the daily rhythm over grand declarations made during an off-site retreat.<\/p>\n\n\n\n

Throughout, the principle holds: DBVP brings sharpness, language, and a holding environment; the organisation brings its stories, choices, and courage.\nCulture development thus becomes an ongoing process of maturation \u2014 visible in patterns of interaction, decision-making, and in the way you work with AI.<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

Cultuur, leiderschap en AI raken elkaar precies daar waar binnenwereld en buitenwereld elkaar ontmoeten. In dit thema onderzoeken we cultuurontwikkeling als een psychodynamisch \u00e9n digitaal vraagstuk: niet alleen wat mensen zeggen dat \u201cde cultuur\u201d is, maar wat onbewust meespeelt in relaties, macht en loyaliteit\u2014\u00e9n in de manier waarop digitale systemen en AI het dagelijkse werk […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":772,"menu_order":3,"comment_status":"closed","ping_status":"closed","template":"page-full-width","meta":{"footnotes":""},"class_list":["post-1426","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/pages\/1426","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/comments?post=1426"}],"version-history":[{"count":2,"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/pages\/1426\/revisions"}],"predecessor-version":[{"id":2076,"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/pages\/1426\/revisions\/2076"}],"up":[{"embeddable":true,"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/pages\/772"}],"wp:attachment":[{"href":"https:\/\/dbvp.nl\/en\/wp-json\/wp\/v2\/media?parent=1426"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}