In recent decades, we have seen many researchers grappling with questions about their research impact for policy and practice. Often a lack of understanding of the complexity of policy-making discourse and the inability to respond quickly to real world challenges pose significant barriers to how knowledge gets translated into practice. While sitting in their ivory towers, many academics continue to measure research impact by racing to get in or to stay on the publishing bandwagon. Often in their quest for knowledge creation many academics risk being disconnected to the practicing world beyond academia. But there is a growing trend amongst researchers and practitioners now working as knowledg
Does your organisation embody and uphold its values? Organisational values refer to both actual and espoused values. A small number of organisations are very clear about what their espoused values are. They promote them through their internal and external communications, proudly stand behind them and often make bold claims about how their organisation lives by its values. However a survey by global communications agency Hotwire of 200 local marketing and business leaders on values alignment related issues found only 34% of organisations communicate and live their espoused values. Which-50 argue the communication of organisational values has never been more important following the Banking Roy
As a working parent, I feel grateful every day for our workplace which takes a truly innovative approach to managing staff. Rapid Context is led by Dr Samantha Crompvoets, a sociologist and entrepreneur who hasn’t shied away from putting what she knows from research into practice in the workplace. We like to call it ‘radical flexibility’. So, what is radical flexibility? What we mean is that all staff are given 100% trust and flexibility to manage their working lives as they see fit. Staff are trusted to do the work they need to do, manage their own deadlines, juggle their personal lives, choose where – in the world - they work and live, without having to compromise on their ability to do me
While playing with Lego might not be a prerequisite for a career in Science, Technology, Engineering or Mathematics (STEM), it does bring together a range of skillsets such as creativity, problem solving, critical thinking and communication skills which have been identified as desirable traits relevant to, and foundations for, our future workforce. The recent series - Lego Masters - has been a great showcase of these skills. But as I sat down to watch Finals Week, I felt about as comfortable as if I had to navigate a lounge room floor full of Lego in bare feet. Of the 10 individuals from the teams in the finals, only one was a woman (and her team was eliminated first). What are the consequen
It has been almost a decade since the introduction of the Fair Work Act 2009, which provided flexible work entitlements to assist employees, balance care for children, maintain personal career paths and improve work and family balance. But while we are making slow and steady progress towards gender parity, there are hidden obstacles that mothers must face which all intensify the return to work process: Economic Security Motherhood is one of the biggest triggers of the gender pay gap, with structural inequalities within society that do not accommodate a career break or the need to go less than full time. The Workplace Gender Equality Agency outlines in the overview of Australia’s Gender Pay G
Talented employees’ often fail to reach their potential. There are many reasons why this occurs such as disengagement, organisational politics, personal circumstances and so on. One of these reasons is because they don’t perceive a high degree of congruence, match, similarity or correspondence between themselves and their organisation known as person-organisation fit. This perception can lead to outcomes such as low levels of job satisfaction, organisational commitment, wellbeing, engagement, work performance, and ultimately, to the intention to quit. Female employee more likely to perceive low levels of fit between themselves and their organisation are those in organisations, occupations an
Research shows that whether a project succeeds or fails is largely dependent on the project stakeholders and their management. Establishing and maintaining relationships with each of the stakeholders, a key component of stakeholder management, may be a considered a ‘fine art’ as sensitive project legalities are navigated, differences are negotiated, conflicts are resolved and stakeholder domains are translated. As such, they remain a challenging, and often unattainable, project task. Given the delicate nature of stakeholder relationships, and the risk associated with poor stakeholder relationships, this type of interpersonal relationship requires emotional intelligence, cognitive flexibility
“Much as we believe that we are most productive in our little silos, the fundamental fact remains that humans are social animals. By denying the opportunity to collaborate and cross-pollinate ideas, businesses contribute to their own speedy demise.” - Pratik Dholakiya Silos can be broken down by moving work groups or units towards social alignment. Working in traditional hierarchies based on business units or functions separates and isolates people. This is a costly and ineffective way to operate when using a project approach, dealing with complexity or where a high degree of connectively is required – features characteristic of the modern-day work environment. A project approach necessitat
