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.
The following table shows the key interdependencies for the Jobs, Teams and Technology Element:
| JOBS, TEAMS AND TECHNOLOGY | |
|---|---|
| Interdependent Workplace Practices for the Jobs, Teams and Technology Element
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. For example, it is no use trying to establish self-organised teamworking if line managers and supervisors are unwilling to delegate decision-making and avoid micro-management. 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 rows summarise the key Interdependencies for this Element. |
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| Employee-Driven Innovation & Improvement | When individuals and teams are encouraged to take the initiative (Enterprising Behaviour) and are given regular opportunities to improve the way they work (Continuous Improvement), they are better equipped and motivated to manage their own work autonomously. |
| Organisational Structures, Management & Processes | Job autonomy and self-organised teamworking must be supported by a shift in the roles and behaviours of managers from supervision and control to coaching and mentoring. Likewise, operational procedures (including performance metrics) should incentivise the delegation of decision-making and minimise the need for permission-seeking. |
| Co-Created Leadership & Employee Voice | Senior Leaders and Employee Forums must become champions of individual empowerment and self-organised teamworking. |
Tutor’s tips:
What other Element Themes do you need to consider when contextualising your Innovation Project with this Elements Themes? Jobs which provide constructive challenges, opportunities for problem-solving and the exercise of discretion support enterprising behaviour and engagement in improvement and innovation, as do teams which take regular opportunities to reflect and learn together. Technologies which upgrade skills and enhance discretion also support improvement and innovation behaviours.
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.
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Objectives
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