One of the most common reasons why initiatives designed to empower and engage staff fail is that they neglect the hidden, taken-for-granted or just too damn difficult factors that structure our working lives, opportunities and attitudes. We’ve lost count of the organisations who have tried to engage employees in innovation and improvement without recognising the contrary and perverse messages that they receive from their performance metrics and line managers alike. Teams improve their work practices but hit a brick wall when they try to engage other departments in improving workflow or communications.

Aligning structures, management and processes with the organisation’s vision involves real leadership – the courage, creativity and determination to engage others in rethinking even the most deeply embedded practices.


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