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On this third episode of Ropes & Gray’s Non-Financial Misconduct Miniseries, Amanda Raad, co-leader of the firm’s crisis management and global risk practices, is once again joined by asset management partner Eve Ellis as well as special guest Michelle DiMartino, an organizational research and design specialist at the R&G Insights Lab. Together, they explore the critical role of workplace culture in preventing and addressing non-financial misconduct, such as harassment, bullying, and discrimination, and examine why regulators like the UK’s Financial Conduct Authority (FCA) are increasingly focused on these issues. The discussion dives into how culture shapes behavior, influences misconduct, and serves as both a risk factor and a protective shield. Michelle explains how informal social cues and everyday interactions can quietly redefine what is considered acceptable, often before any formal rules are broken. The conversation highlights the importance of proactive culture assessment, using both quantitative and qualitative data, and introduces practical frameworks—like the “four I’s” of cultural psychology—to help organizations identify misalignments and drive meaningful change.
By Ropes & Gray LLP4.5
1515 ratings
On this third episode of Ropes & Gray’s Non-Financial Misconduct Miniseries, Amanda Raad, co-leader of the firm’s crisis management and global risk practices, is once again joined by asset management partner Eve Ellis as well as special guest Michelle DiMartino, an organizational research and design specialist at the R&G Insights Lab. Together, they explore the critical role of workplace culture in preventing and addressing non-financial misconduct, such as harassment, bullying, and discrimination, and examine why regulators like the UK’s Financial Conduct Authority (FCA) are increasingly focused on these issues. The discussion dives into how culture shapes behavior, influences misconduct, and serves as both a risk factor and a protective shield. Michelle explains how informal social cues and everyday interactions can quietly redefine what is considered acceptable, often before any formal rules are broken. The conversation highlights the importance of proactive culture assessment, using both quantitative and qualitative data, and introduces practical frameworks—like the “four I’s” of cultural psychology—to help organizations identify misalignments and drive meaningful change.

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