Research and Resources
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Do you encourage collaboration between departments? Are you ready for a changing demographic in your workforce? Do you know how technology will change your organization in the future? This past spring, Queen’s IRC hosted a summit to explore our workplaces in motion. We invited people to come together to reflect, share and re-imagine how their workplaces could become more transparent, integrated and inspiring. Through an old world – new world lens, we explored how four inter-related trends, are shaping the new employee, the new work, and the new workplace.
Incorporating what we learned from academic theories and our own practice, we created the Queen’s IRC Blueprint for Organizational Effectiveness, which is designed to help practitioners collect data, begin diagnosing what is going on in the organization, and identify where
What type of organizations will be successful in the future? What kinds of workplaces will work for the millennials when they take over? What can the OD professional do to leverage their own potential?
This article synthesizes my experiences in developing a Sustainable Leadership Development Framework. This framework moves through four stages that help build and ground the implementation of an organization’s leadership development strategy through a vision and strategic steps that result in lasting organizational culture shifts. Examples of wise practices will be given to highlight the key concepts of this framework so that you too can use these strategies to increase the potential of leadership sustainability in your organization.
Collaboration is emerging as a core organizational competence, and indeed an imperative, in today’s interconnected work context. Despite the need, collaborative results often fall short of the intended ideals. What if, instead of attempting to overcome elements of inertia, we shift our efforts to designing holistic systems that enable collaboration? Below, I argue that collaboration is a design challenge. To enable more fruitful collaboration in our organizations, we need to design for it.
In early 2013, the Government of Alberta (GoA) Ministry of Innovation and Advanced Education’s review of their organizational structure began. This was part of an overall GoA-wide commitment to reviewing ministry structures. The intent was to ensure that the roles within the organization and branch/divisional structures, aligned with the current and future business needs. The executive team supported this approach and agreed that the Queen’s IRC’s model of organizational design, or the 4-D’s, was the process the department would use to complete the reviews.
The idea of co-operation seems to be one that exists only in children’s books with no real place in the business world. However, to survive in the times that we live in the more successful organizations, and indeed nations, are embracing the values of co-operation. The study sought to determine the relevance of utilizing the tools of co-operation such as social dialogue in a dynamic setting.
Can organizations be designed to grow people? With the emphasis on talent and knowledge management in today’s uber-competitive business context, the assumption certainly seems to be yes. The reality, however, is that many organizations fail to develop or tap the competence of their people. Referring to the problem of pervasive disengagement amongst today’s workforce, Gary Hamel (2012) laments that organizational systems are more likely to “frustrate extraordinary accomplishment than to foster it” (p. 137).
The structure of any organization is key to its ability to function productively. In my role of chief executive officer for the Professional Association of Resident Physicians of Alberta (PARA), I was concerned that our organizational form wasn't aligned with our intended function. My challenge was to take a group of volunteer resident physicians through a design process that would enable our organization to more effectively live its mission: representation for physicians completing further training in a residency program; advocacy for excellence in education and patient care; and optimal working conditions and personal well-being for all its members.
ABOUT OUR PRACTITIONER-ORIENTED RESEARCH
Our research includes a variety of activities that complement our programming. Through surveys, interviews, and articles, we aim to communicate trends in the HR and LR fields.
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