CULTURAL HUMILITY TRAINING
Research-informed, facilitated training for staff teams and leadership groups. A structured opportunity to examine how culture, power and professional identity shape everyday decisions, team dynamics, and the conditions under which colleagues do their best work.
TAILORED TO WHO IS IN THE ROOM
Every session is scoped and tailored before delivery. The core framework is the same; the scenarios, language and focus change with the level and the sector.
WHAT IT ADDRESSES
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Concepts of culture, cultural identity and intersectionality
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The principles and differences between cultural competency and cultural humility, and how to move towards a blended approach
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The ways in which bias, power and privilege affect organisational culture
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The gap between intention and impact, and the mechanisms by which it opens
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How institutions produce particular experiences for colleagues, particularly those from underrepresented groups
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Practical strategies to enhance cultural humility in the workplace
HOW WE DELIVER IT
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Facilitator-led discussion grounding theory in your context
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Group discussion to enhance understanding, reflection and the sharing of practice
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Practical and creative activities to enhance learning in action
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Interactive polling and Q&A for in-the-moment feedback
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Opportunities to hear lived experience perspectives, to build awareness, empathy and understanding
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Space to surface and examine real challenges in a confidential setting
HOW THE SESSION RUNS
COMPLEMENTING EXISTING PROVISION
This is designed to complement, not duplicate, existing inclusion training. It works alongside compliance training, which focuses on policy, and employee-network programming, which focuses on community. Its specific contribution is a practice framework connecting individual self-reflection to team culture and organisational decision-making.
PRACTICAL DETAILS
EVIDENCE OF IMPACT
WHAT PARTICIPANTS SAY
You are not engaging a facilitator who has only read the literature. You are working with someone currently producing it. This training is designed and delivered by a funded PhD researcher at the University of Birmingham whose doctoral work examines institutional culture, identity and power. The research informing it is live and ongoing.
For staff and teams
Concepts of culture, cultural identity and intersectionality; the difference between cultural competency and cultural humility; how bias, power and privilege affect organisational culture; and practical strategies for the workplace.
Engage
Dynamic facilitation introducing key concepts, posing questions and challenging assumptions. Honest discussion is invited from the outset.
Relate
Structured activities and dialogue that let participants connect concepts to their own experience and examine how cultural identity shapes practice.
Synthesise
Consolidating key learning and identifying practical implications for day-to-day work, team culture and organisational accountability.
Group size
Maximum 25 participants per cohort, to support psychological safety and meaningful dialogue.
Duration
A full day, seven hours including breaks, standard hours 09:30 to 16:30. Where releasing staff for a full day is not workable, it can be split into two half-days.
Cohorts
Usually delivered to multiple cohorts across an organisation, so teams share a common frame of reference rather than a handful of individuals holding it alone.
Format
In-person delivery, to enable authentic dialogue and deeper connection.
Follow-up
A tailored digital resource and a written post-session note capturing emergent themes and commitments.
Scoping
A 60-minute scoping conversation ahead of delivery, included at no charge, to tailor content and language to your context.
100%
of DK Publishing attendees agreed their practice improved as a result of the training
95%
of DK Publishing attendees would recommend it to a colleague, and 95% felt confident applying what they learned
90%
of Newham Council attendees agreed their practice improved, and 80% felt confident applying it
“The level of discussion and insight shared here was fantastic compared to many similar sessions I have done. It would be great to work with Jade again.”
Attendee - Greenpeace
“It felt like a non-judgemental, safe space where we could speak freely and honestly. I have come away with lots of new insights about culture, privilege, and allyship.”
Attendee - DK Publishing
“I learnt more than I expected to from this training. Before the training I did not have a full understanding of culture.”
Attendee - Newham Council
“I really enjoyed the session and have had several in-depth conversations with several people since the training.”
Attendee - States Greffe Jersey
“I enjoyed the focus on using real case examples and the openness of the facilitator’s own experiences.”
Attendee - Newham Council
“Jade was absolutely phenomenal. I could have listened to her all day! Genuinely the best course I’ve been on for some time.
Attendee - Royal College of Surgeons of Edinburgh
For leaders and people managers
The same framework applied to leadership judgement: decisions about hiring, promotion and sponsorship, and the gap between leadership intent and team experience.
