“While the promotion of women in policing has long been on the international agenda, in the Australian context a significant increase in attention to women in policing has occurred in recent years, framed largely in terms of the business benefits commonly associated with organisational diversity. Notably, major independent reviews of organisational culture and sex discrimination have been commissioned by Victoria Police, the Australian Federal Police (AFP) and South Australia Police, and a number of jurisdictions have announced 50/50 male-female recruitment targets.”
McLeod, A. (2018). AIPM Research Focus and available from this link (open access).
“Great innovators have long known that the secret to unlocking a better answer is to ask a better question. Applying that insight to brainstorming exercises can vastly improve the search for new ideas—especially when a team is feeling stuck. Brainstorming for questions, rather than answers, helps you avoid group dynamics that often stifle voices, and it lets you reframe problems in ways that spur breakthrough thinking.”
Source: Gregersen, H. (2018). Harvard Business Review and available from this link (open access with personal registration).
“The Commonwealth’s departmental heads have been increasingly drawn to the transformation of the Australian Public Service: what it should be, where it should go, and how best to get there….The first speech for 2018 from the secretary of the Attorney General’s Department, Chris Moraitis, expanded on this wider discussion with a personal reflection on the lessons of managing organisational change. Or with the metaphor Moraitis prefers: old-school seafaring navigation.”
Source: Moraitis, C. (2018). Institute for Public Administration Australia, ACT branch. Video 40mins. Available from this link (open access).
Water Dragon/M. Hardy
“The purpose of this paper is to assess the effects of officers’ perceptions of complexity in merging organizational change components (culture, mission, values, decentralization, policies and procedures, administrative reporting practices, weapons, contract, pay, benefits, patrol boundaries, equalization of workload, size of boundaries, communications, 10-codes, and car numbers) during a major metropolitan police department consolidation.”
Source: Reed, J. C., & Higgins, G. E. (2018). Policing: An International Journal of Police Strategies & Management, and available from this link (subscription journal).
“The purpose of this article is to shed light on agile as a management practice. To do this, I report on a detailed case study of the operations of ING bank in the Netherlands, which has adopted agile across its headquarters in Amsterdam. Though ING’s Dutch operations are less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with adopting agile is nonetheless instructive.”
Source: Birkinshaw, J. (2018). MIT Sloan Management Review, and available on request from AIPM Library.
“To ensure public inquiries can lead to real change, the report calls for: government to systematically explain how it is responding to inquiry recommendations ; select committees to examine annual progress updates from government on the state of implementation ; public inquiries to publish interim reports in the months, rather than years, after events ; expert witnesses to be involved in developing the recommendations of inquiries.”
Source: Norris, E. & Shepheard, M. (2017). UK Institute for Government and available from this link (open access).
Manly early morning surf boat/M. Hardy
“The recently published 2016-17 State of the Service Report reveals that the APS is well positioned to embrace the changes and challenges of the future of work. Some significant changes are on the horizon, while others are already here. To respond to these changes and challenges, the APS is ensuring that people with the right skills are employed in the right way, in the right job at the right time. We are a diverse workforce and working towards levels of representation that mirror broader Australian society. We engage in innovative and collaborative activities and are seeking to better manage the performance of our people. Many of us have taken up flexible working arrangements.”
Source: Australian Public Service Commission and available from this link (open access).
“Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context.”
Source: Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). The International Journal of Human Resource Management, and available from this link (open access).
“To create the best conditions for organisational learning a literature review of learning lessons in emergency management was conducted. Practitioners were also interviewed to understand the contexts and challenges faced in implementing research insights and in facilitating change. This paper presents two studies that examine aspects of organisational learning. In the first study, the challenges to learning from action and experience and from reflection and planning are examined. In the second study, the systems for learning used in emergency services organisations are considered and a preliminary theory of research utilisation maturity is proposed. The initiatives reported help to maximise the value of research and supports innovation through utilisation.”
Source: Owen, C., Krusel, N., Bearman, C., and Brooks, B. (2017) Australian Journal of Emergency Management and available from this link (open access).
“Over the past 15 years, we have studied collaboration in hundreds of teams, in settings as varied as professional services, oil and gas, high tech, and consumer goods. By carefully observing people during various stages of project-driven work, we have learned a tremendous amount about multi-teaming. In this article we discuss why it is so prevalent in today’s economy, examine the key problems that crop up for organizational and team leaders, and provide recommendations for how to solve them.”
Source: Mortensen, M & Gardner, H. (2017). Harvard Business Review, and available form this link (open access, with personal registration).