14 May 2019
Worktools and workspaces are among the most powerful physical manifestations of organisational culture and are often used as a catalyst for change. When designed well they can make meaning and purpose explicit, and facilitate the four dimensions of ‘Leaning Forward’.
In Part 1 of this series we defined why collaboration requires a culture of 'Leaning Forward': to monitor and anticipate needs and to share information among those impacted across the whole community. In Part 2 we identified how organisations create a culture of 'Leaning Forward'. In this Part 3 we define what physical enablers help shape, enable, reinforce or even make explicit each one of the 7 behavioural patterns set out in Part 2.
13 May 2019
Organisations don't collaborate, people do. For collaboration to be of value it is necessary to build a culture of 'leaning forward': where people build strong relationships and trust, communicate meaningful information in a timely manner and anticipate how information and actions will impact on other members of the team and across teams within a whole community.
This is Part 2 of a series. See also Part 1 'Why it is important for individuals, teams and organisations to 'lean forward'.
09 May 2019
Collaboration can be a total waste of time. This of all the meetings that you have sat through wondering what the point of it all was. Most of us are well aware that collaboration requires structure, discipline and frequency to be of value, but few of us are aware that collaboration requires us to 'lean forward' to anticipate the impact and consequences of our information and actions on the whole system and actively seek to share it with others who may be affected
This is Part 1 of a three part article. Refer also Part 2 that sets out how organisations create a culture of 'leaning forward' and Part 3 the what.
09 May 2019
Resource Architecture met with a small, select group of peers in Adelaide and Melbourne earlier this year, to discuss the ideas behind Team Based Working and explore the Future of Work. Both sessions attracted thought leaders from various industries and supported meanhingful discussion around peoples' experience of the changing workplace.
19 September 2017
Open plan workplaces that evolved over the 20th century are a product of management pursuit of efficiency and reliability that has its roots in early management doctrines. Such strategies have served us well, but are becoming less relevant today as organisations embrace new strategies including people and innovation in the new disruptive economy. Moreover, organisations are moving from measuring individual productivity to that of high performance teams. But despite this, management and the human resource profession continue to measure productivity based on individual activity and output rather than on team performance. Furthermore, organisations continue to design and build workplaces that do not support the team. While large organisations are quick to adapt to the new team based strategies, their workplace lags behind in the old paradigm, slowing business growth.
A high performance team is the new paradigm of workplace productivity. But there is no single productivity measure that can be applied to all teams. It is submitted here that each team has its own unique productivity measures, and this requires a "balanced" workplace that provides a unique combination of team playbook, team work tools and team work space.
Team Based Working provides the foundation for high performance teams, and it is being currently trialed by La Trobe University Research.
30 August 2017
Workplace Strategies such as hot desking and Activity Based Working have been successful in increasing efficiency and collaboration, but at the same time they have introduced problems that limit the organisation's ability to grow and the employee's ability to flourish. The solution lies in creating a team based workplace that shifts the focus towards team empowerment, connection and agility. By supporting the team, it in turn supports and enables individual team members to flourish and innovate.