The Essential Fifth Element highlights the importance of understanding the interdependence between the workplace practices described in each of the four Elements. Each bundle of practices described by an Element does not exist in isolation but is influenced, for better or worse, by the extent to which it is aligned with the others. A major reason why change initiatives don’t deliver their full potential, or even fail completely, is that the organisation as a whole is not seen as a system of interdependent parts. New ways of working in one part of the system can trigger antibodies in the others.
These Interdependencies must therefore be taken into account in designing and implementing action plans for change. Identifying interdependent workplace practices reveals the key to successful action planning and implementation. The following table shows the key interdependencies for the Co-Created Leadership & Employee Voice Element:
| CO-CREATED LEADERSHIP & EMPLOYEE VOICE | |
|---|---|
| Interdependent Workplace Practices for the Co-Created Leadership & Employee Voice Element
These Interdependencies must be taken into account in designing and implementing action plans for change. Identifying interdependent workplace practices reveals the key to successful action planning and implementation. The following rows summarise the key Interdependencies for this Element. |
|
| Jobs, Teams & Technology | Distributed leadership requires willingness and ability of employees at every level to share responsibility. This capacity is created through the learning, development and day-to-day practice associated with individual autonomy and self-managed teams. |
| Employee-Driven Innovation & Improvement | Employees actively engaged in enterprising behaviour, innovation and improvement will gain the competence and motivation to take on responsibility and share leadership tasks. |
| Organisational Structures, Management & Processes | Employee representation should principally focus on organisation-wide issues, stimulating dialogue and innovation across functional divisions.
Line managers and performance metrics shape the willingness and ability of employees and their representatives to engage in dialogue, and must be aligned. |
Objectives
[progressally_objectives]
