“The 2017 report has identified six key enablers of organised crime in Australia as follows: Money laundering; Technology and digital infrastructure; Professional facilitators; Identity crime; Corruption within the public sector; Violence and intimidation. The report explores existing and emerging organised crime threats affecting the Australian community and our national interests.”
Source: Australian Criminal Intelligence Commission (ACIC) and available from this link (open access).
“What makes a great place to work ? Is it your colleagues, your boss, the physical space or is it the perks like good coffee, pinball machines, a gym or free lunch? Great Place to Work, Australia conducts an annual survey asking over 150 firms what they offer and 65 thousand employees what they really think about their workplace. The result is an impressive list of quirky, original, creative and low costs ways companies can attract, engage and retain the best staff.”
Source: ABC Radio National Best Practice (podcast 15:12 mins) and available from this link (open access).
Storm from North Head/Flickr
“Tertiary education plays a key role in developing the capability of those tasked with leading efforts to improve emergency and disaster management. A curricula informed by industry needs and designed with a generic benchmark in mind is essential for effective tertiary education. Therefore, there is value in developing standards for emergency and disaster tertiary programs; standards that may facilitate international cooperation and exchange among emergency and disaster professionals and perhaps contribute to professionalisation. The aim of this project was to develop a conceptual framework and standards for higher education programs in emergency and disaster management in Australia.”
Source: Fitzgerald, G., Rego, J., Ingham, V., Brooks, B., Cottrell, A., Manock, I., … & Crawley, H. (2017). Australian Journal of Emergency Management, and available from this link (open access).
Serene Manly dawn/Flickr
“Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.”
Source: Ashford, S. (2017). HBR Ideacast (podcast 25 mins) and available from this link (open access).
“Over the past 10 years, the World Economic Forum has brought together a community of influential leaders committed to addressing the global gender gap with a focus on the economic aspects of gender parity. We have benchmarked national, regional and industry gender gaps and gathered best practices adopted by leading companies in all regions of the world. The principles showcased in this toolkit highlight several approaches taken to closing gender gaps in companies across the globe. Each of these practices has a potentially transformative role but is most effective within a consistent company-wide strategy. For such an approach to work, leaders must commit for the long-term and manage some of the short-term barriers and trade-offs.”
Source: World Economic Forum and available from this link (open access).
“This paper addresses shortcomings in the scholarship about ‘wicked problems’, and suggests ways of tackling them. Firstly, accounts of these problems tend to ‘totalise’, regarding them as intractable masses of complexity, so conflict-prone and/or intractable that they defy definition and solution. By contrast, we put forward a more nuanced analysis, arguing that complex problems vary in the extent of their wickedness, via such dimensions as their cognitive complexity or the diversity and irreconcilability of the actors or institutions involved. We propose a typology of different forms of wicked problems.”
Source: Alford, J., & Head, B. W. (2017). Policy and Society, and available from this link (open access).
North Head/M. Hardy
“The question is not just what kind of reform is necessary, but why changes have been so slow and difficult in coming – and what conditions are necessary to invigorate and sustain reform,” writes Leuprecht. “The RCMP needs structural reform if we want to improve its performance and strengthen the professional aspects of policing while building the confidence that is required and expected of Canada’s federal police agency.”
Source: Leuprecht, C. (2017). Macdonald-Laurier Institute and available from this link (open access).
“The NHS Five Year Forward View and the Next Steps on the NHS Five Year Forward View challenge leaders in health and care to deliver large scale transformational change. To support leaders in this task, NHS England’s Sustainable Improvement team and the Horizons team have refreshed and updated a 2011 publication, Leading Large Scale Change: A Practical Guide, to reflect today’s unique health and care landscape and challenges, and have produced a supporting skills development programme. The refreshed guide provides a vital and comprehensive round-up of all the latest thinking and practical approaches and tools that can be used in advancing large scale change programmes.”
Source: NHS England and available from this link (open access).
Local flora/Paper Monkey
“Leading in in extremis situations, when lives are in peril, remains one of the least addressed areas of leadership research. Little is known about how leaders make sense in these dangerous situations and communicate these contexts to others. Because most of the literature on in extremis is theoretical, we sought empirical evidence of how sensemaking proceeds in practice. A qualitative study was conducted based on interviews with 30 Army leaders who had recently led teams in combat. Our findings suggest that during these life-threatening situations, sensemaking and sensegiving are actually occurring simultaneously, the type of training leaders receive is critical, and a sense of duty can influence a person’s role as a leader. Our findings have implications for both theory and practice since crisis leadership is now a coveted executive quality for leadership competency.”
Source: Dixon, D. P., Weeks, M., Boland Jr, R., & Perelli, S. (2017). Journal of Leadership & Organizational Studies, and available from this link (subscription journal).
“This document discusses the gaps in Australia’s emergency management legislation and the coordination of federal, state and local disaster management arrangements in Australia. It analyses key legislation from the UK and US jurisdictions and reveals important lessons that could be adopted in Australia.”
Source: Eburn, M. (2017). ASPI Insights and avilable from this link (open access).