Culture change at Archaeology: a conversation with Breinkorf coaches Kasper and Daniëlle
The Faculty of Archaeology is working on a culture change, with the aim of creating a socially safe working environment. Agency Breinkorf was asked to supervise this transition. From Breinkorf, coaches Kasper and Daniëlle, among others, are involved in the process. Their observations provide insight into the dynamics within the faculty.
The power of involvement
Since early February 2025, a series of Dialogue Sessions, in which employees discuss their experiences with each other, have been running. Breinkorf coaches provide guidance during these conversations. Kasper quickly noticed that the passion for archaeology is deeply rooted within the Faculty. ‘My impression of the people I spoke to is that they really have a heart for archaeology,’ Kasper notes. 'At first glace, a culture change trajectory may seem to distract from the content of the subject. But because the Faculty facilitates the practice of the profession, it is actually important to ensure that the mutual cooperation supports this practice as much as possible.'
Daniëlle also sees a unique dynamic within the faculty. 'What I really like is that there are students everywhere in the building. That gives a certain liveliness and creates an inspiring environment. The profession practised here is visible in the walls and corridors. You come across elements of archaeology everywhere, and that creates a connection.'
Collaboration as key to change
For both Kasper and Daniëlle, change is all about collaboration. ‘We believe that change within organisations can only happen through team cooperation,’ Daniëlle explains. 'Better flow, better dynamics, and also accepting tensions that come with it. When teams get a better understanding of what is happening, they can function much more effectively.'
Kasper concurs. 'Good cooperation is not only the responsibility of a supervisor. It is important for team members to explore what influence they themselves can exert on the quality of cooperation instead of leaving that role entirely to team leaders.'
The importance of recognition and healing
Change is often accompanied by resistance and emotions. The research committee that recommended launching a Faculty culture chance trajectory also indicated that it is essential to reflect on what has happened in recent years. The current phase of the culture trajectory, running from January to summer 2025, focuses on that. ‘In many organisations, you see hassle and noise,’ notes Kasper. 'But it is important to recognise what the impact of this has been. Employees sometimes feel alone in their experience, whereas there is strength in the collective. Sharing experiences creates recognition and space to look forward.'
‘We bring it to the collective,’ adds Daniëlle, ‘so that there can be recognition for the whole. Only then can the turn towards the future be made. And some people need more time than others, the needs in speed of this process are different. For some, the pace feels fine and for others it is too slow. That's what we have to handle together. It's a process that we go through together and that we have to include all groups in.'
Towards a shared culture
The next phase of the journey, in autumn 2025, will look at the values and standards within the Faculty. ‘Within academia there is a lot of hierarchy and dependency,’ Daniëlle points out. 'But within that context, we together have influence on how we work together. What do you want in this as Faculty? What standards and values do you want to apply?'
The Faculty community needs to take ownership of these values and norms. Kasper stresses the importance of this ownership. 'Breinkorf, as an external party, does not impose norms. These have to come from within the Faculty itself. How do you want to treat each other? And what does that require from everyone? That conversation is more important than a fixed set of rules. Explicit norms help create movement.'
Looking forward
The Faculty Board is taking the first steps and will start the first sessions on culture change before the summer. ‘As leaders, they have an important role in this movement,’ explains Daniëlle. 'But the movement does not only come from the Board. This process is also about developing the personal leadership of all participants: everyone has an impact on the culture and will therefore be included in this after the summer. It is about awareness, insights and skills.'
Meanwhile, the Faculty community raises questions about what exactly the rest of the process will look like. ‘We don't know exactly where we will be in a year's time,’ Kasper explains. 'And that is exactly the intention. This is a tailor-made process, not a set trajectory.'
Daniëlle nods. 'The process is just as important, if not more important than the outcome. Together we determine the direction and build a culture supported by the entire Faculty. From our knowledge and experience, we naturally know the direction and interventions that help in this process. But having everything mapped out beforehand is not how a process like this works. We build the bridge as we walk on it. And that is a path that also suits you as staff members of the Faculty of Archaeology.'