This section of the website includes an overview of some of the models and frameworks contained within David Liddle’s book Transformational Culture. At TCM, we are constantly innovating and developing new models and approaches to help organizations to integrate fair, just, inclusive, sustainable and high performance cultures. Please bookmark this site so that you are kept fully up to date as we add new content.

If you would like to discuss any of the Transformational Toolkits contained on this page, please contact David Liddle using the button below.



The Transformational Culture Model™ comprises 3 distinct elements:

  1. The Transformational Culture Hub is a cross functional team who work together to define the character of the culture. They develop the systems and the processes to integrate and sustain a transformational culture. The Transformational Culture Hub comprises executives, HR, unions, leaders, managers, employee groups etc
  2. The 8 enablers of a transformational culture are the vehicle by which the Transformational Culture is delivered. Each of the 8 enablers delivers a core strategic function. When combined, the 8 enablers work as a system delivering powerful organizational change and enhanced performance
  3. The 7Cs of transformation. These present the outputs from the Transformational Culture, which in turn drive the system and create a sustainable and self-perpetuating feedback process. I describe this as cultural flow – see toolkit further in this section


The Transformational Triangle™ contains three elements of 1) Transformational Leadership, 2) Transformational HR and 3) Transformational Justice combining to create a Transformational Culture. Each corner of the transformational triangle is vital to creating a fair, just, inclusive, sustainable and high-performing organization.

One of the key messages in David’s book is that organizations should reject retributive justice in favour of a more human and humane model of justice. He argues that the retributive HR systems and management processes perpetuate dogma, blame, harm, division, fear and uncertainty (so clearly viewed through the prism of the traditional discipline, grievance and performance procedures). We propose, supported by numerous case studies and evidence, that organizations should embrace a person-centred and values-based system of justice if they are to succeed. This new and exciting model of justice is a combination of procedural justice (due process) and restorative justice (RJ). We call this transformational justice. Transformational justice can be defined as fair, just, learning, restorative and compassionate. It is also robust and rigorous; in other words, transformational justice is not a soft option.



The employee experience equation

Wellbeing, engagement and inclusion.


At the top of the equation sits WEI, the numerator. This reflects the organizations combined strategic and operational efforts to create and sustain an inclusive, engaged and psychologically safe workplace. A workplace where employees are given a voice, they are valued, their issues are resolved constructively, they are treated fairly, and they feel included in making decisions which will impact them.

Policies, processes, and procedures.


These three Ps sit as the denominator in the employee experience equation. The combined efforts for delivering wellbeing, engagement and inclusion at work are divided by the impact of the organizations policies, processes, and procedures. When the organization’s policies, processes and procedures are aligned to the purpose and the values of the organization and where the policies are concerned about protecting relationships, engendering resolution, restoration and learning, promoting dialogue and driving collaboration – the less of a negative impact they have on the overall EX equation. Conversely, where the organizations policies, processes, and procedures are about risk mitigation, where they draw on the principles of retributive justice, where they are reductive, where they are destructive, where they are divisive, and where they pit people against each other – the more of a negative impact on the overall EX equation they will have.

Happy, Healthy, Harmonious and High Performing.


These 4 H’s relate directly to the climate in our teams and the felt experience of team members. They also relate to the way that our jobs are designed. When our job design reflects our organization’s purpose and the values, it deepens our connection to our organization, to our colleagues and to our leaders. It acts as a catalyst for unlocking our inner brilliance and it empowers us to deliver the best possible customer experience. When our jobs are designed in this way, it has a net positive impact on the overall employee experience. The opposite being true – confusing, out of date or inaccurate job design damages overall EX. The climate of our teams is directly influenced by the behaviour of our managers and leaders i.e. their Actions, Interactions and Reactions (AIR). Therefore, in the EX equation, the impact of the 4 H’s is significantly increased when our managers and leaders align purpose with values and behaviour. The greater emphasis that our leaders and managers place on creating a happy working environment, the greater the impact on the overall EX equation.

Employee Experience (EX).


When WEI is divided by the 3Ps and the aggregate is multiplied by the 4Hs, this gives the overall employee experience. I am not advocating an algorithm to replace good judgement and human wisdom. Goodness me, we do not need any more algorithms in our lives. However, the EX equation can act as a useful tool to evaluate the multivariate data that is available to us and to use the data to map and analyse the current state of our employee experience in our organizations. By applying the EX equation in localities (departments, divisions, or sub-brands), it also enables organizations to identify patterns and trends and to allocate the necessary resources to support local initiatives to enhance EX. It also allows those areas of our businesses that are delivering strong EX, to act as beacons and champions which can inspire improvements in other areas of the organization.


The FAIR Model™ is one of the first proprietary models that we created at The TCM Group. We think of it as the processing chip that powers our organization. The FAIR Model™ is applied across our entire suite of activities: from mediation and coaching services to complex team facilitation and leadership development programmes.

  • Facilitate. To make a problem simpler to resolve. We facilitate conflict resolution, we facilitate learning and we facilitate cultural change by creating the conditions for people to engage in adult to adult, compassionate and robust dialogue. Those conditions are psychologically safe, mutually respectful, open, honest and empowering.
  • Appreciate. We help people and organizations to build bridges of empathy, understanding and insight. We apply Appreciative Inquiry in all of our work which means that we focus on the positives and we reframe challenges from threats to opportunities. We find that this approach engenders a high growth and future focused mindset for the leaders, managers and employees with whom we work. This is particularly valuable for unblocking blockages, aligning teams to purpose and values, establishing clear goals and objectives and ironing out bumps and lumps in work teams, project teams and across entire divisions.
  • Innovate. The power of the FAIR Model™ is that it enables people to come together and to reflect on what has gone wrong, what has gone well and what needs to change in the future. It encourages deep thinking, reflection and it converts hindsight to insight which is the powerhouse of creativity, innovation and sustainable change.
  • Resolve. Sometimes, it’s not enough to ponder a problem or reflect on an issue. The FAIR Model™ is solution focused which means that it helps colleagues, teams, departments and entire organizations to resolve issues and to build resilience and sustainability into those resolutions.


The Culture Flow System

The Culture Flow System™ expresses the relationship between corporate culture and local climates and subcultures. The term flow is taken from positive psychology and the work of Martin Seligman and Mihaly Csikszentmihalyi. In a Transformational Culture context it reflects the flow from a boardroom to the shop floor. Utilising the same principles of flow and happiness, it is about creating the necessary conditions for a just fair, inclusive, sustainable and high performance organisation. These attributes, as argued in Transformational Culture are the antecedents to a happy, healthy and harmonious workplace.

At TCM, we use the culture flow model to help organisations to map their culture and their climate. It’s a powerful diagnostic system and is the basis for the Transformational Culture Inventory™ which TCM is deploying in a number of organizations. To schedule a call to discuss the Culture Flow System™ and the Transformational Culture Inventory™ in more detail, please complete the contact form below.

The Right Toolkit for Your Organization

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