Jenny Chatman

Organizational culture can feel like a puzzle to many leaders, making even the smartest and most experienced managers feel mystified, uneasy or skeptical. As Jennifer Chatman, dean of the U.C. Berkeley Haas School of Business and renowned social psychologist, notes in her upcoming book, “How Organizational Culture Really Works: Facts About the Most Misunderstood Leadership Challenge,” this discomfort is natural because many managers receive little or no training in how to think about or manage culture in the same ways they do for concrete tasks like reporting financial outcomes. Drawing from decades of extensive research, Chatman debunks common misconceptions, such as the idea that culture is too soft to impact the bottom line or that it’s a static force resistant to change. Gifted at relating to organizations across industries, Chatman brings leaders a deeper understanding of the behavioral realities of culture, demonstrates how to prioritize what truly matters, and equips them with actionable strategies to shape a strong, adaptive culture aligned with their strategic goals. Ultimately, Chatman transforms the abstract concept of culture into a tangible lever for driving organizational success and innovation.

The quick rise of AI tools in the workplace has led some leaders to want to embrace AI, but they don’t want their workforce to view AI as a threat to employment. Helping organizations think through the opportune areas where AI can help their individual needs is Jennifer Chatman, dean of the U.C. Berkeley Haas School of Business. She demystifies how AI can be integrated into organizations in a way that enhances culture rather than threatening it. Drawing from insights into AI’s applications within HR at IBM and other organizations, she illustrates AI’s potential to streamline operations while maintaining a personalized touch. Chatman’s approach helps leaders see AI as an opportunity to reinforce their company’s values and mission, rather than as a disruptor. Chatman’s roadmap ultimately helps leaders align AI integration with cultural values, fostering an environment where technology and humanity coexist to drive innovation and efficiency.

Assessing the gaps between a company’s current and desired culture is only half the process of bringing culture and corporate strategy into alignment. In this informative session, dean of the U.C. Berkeley Haas School of Business Jennifer A. Chatman, Ph.D., outlines the four levers that leaders can use to initiate positive culture change. She’ll explain the significance of hiring for different kinds of cultural fit, how best to create a vivid picture of success, how to reward culture change, and the significance of leader behavior as signals for valued behavior. Touching on the importance of how leaders communicate with those in their organization and the impact of formal and informal rewards systems, audiences will gain new tools for enacting positive, strategically relevant and long-lasting culture change initiatives.