Tag: Brenda Barker Scott

Amplifying Teamwork in Your Organization

Creating a Collaborative Workplace: Amplifying Teamwork in Your Organization

Let’s begin with a question. Are you experiencing barriers to working collaboratively, even though you know collaboration is necessary? If you answered yes, this article is for you. We all know that contemporary work requires collaboration. In our fast-paced, knowledge-intensive workplaces, success requires people to integrate and leverage their efforts.

Read More »
Workplace In Motion Summit Proceedings

Queen’s University IRC 2015 Workplace in Motion Summit Proceedings

The world of work is changing, and the most successful organizations and practitioners are those that understand how these changes impact the way they do business. To help them do so, and to foster further dialogue, Queen’s IRC hosted the Workplace in Motion Summit. This report elaborates on the most important questions, issues, and themes identified by Summit participants going forward.

Read More »
Summit Chair Brenda Barker Scott

2015 Workplace in Motion Summit a Success

The inaugural Workplace in Motion Summit was held last week in Toronto, with over 100 people in attendance. The one-day Summit brought together Human Resources, Organizational Development and Labour Relations professionals from across the country to learn about the future of work, and examine the trends creating the new world of work. Summit Chair Brenda Barker Scott shared the characteristics of the new employee, the new work and the new workplace.

Read More »
Designing for Collaboration in Organizations

Designing for Collaboration

Collaboration is emerging as a core organizational competence, and indeed an imperative, in today’s interconnected work context.  Despite the need, collaborative results often fall short of the intended ideals.  What if, instead of attempting to overcome elements of inertia, we shift our efforts to designing holistic systems that enable collaboration?  Below, I argue that collaboration is a design challenge.  To enable more fruitful collaboration in our organizations, we need to design for it.

Read More »
Developing Organizations - A Metaphorical View

Developing Organizations – A Metaphorical View

Can organizations be designed to grow people? With the emphasis on talent and knowledge management in today’s uber-competitive business context, the assumption certainly seems to be yes. The reality, however, is that many organizations fail to develop or tap the competence of their people. Referring to the problem of pervasive disengagement amongst today’s workforce, Gary Hamel (2012) laments that organizational systems are more likely to “frustrate extraordinary accomplishment than to foster it” (p. 137).

Read More »
Exploring Teamwork in Fast-Paced, Dynamic Environments

Building Teams: Exploring Teamwork in Fast-Paced, Dynamic Environments

Teamwork is the way we work in organizations. In our highly dynamic work environments, people are challenged to collaborate, almost daily, in service of efficiency, quality and innovation goals. Often, these challenges require coworkers from different units and with diverse skills, to quickly group and flexibly regroup as projects unfold. Unfortunately, most organizations are not designed for fluid, cross-boundary collaboration. To the contrary, the legacy of the formal hierarchy, with tightly defined job boundaries, serves to thwart, rather than promote teamwork across boundaries.
 

Read More »

Encouraging Collaboration in the Workplace: Lessons from the Government of Alberta

In 2009, the Alberta government's Connie Scott was a trailblazer, a forerunner in a new learning program that would change the way she and her community would look at their work.

Scott, now a manager of HR Strategies in Enterprise and Advanced Education, was in the first cohort of Queen's IRC HR Business Partner Certificate Program, a curriculum custom-designed for the Alberta government.

Read More »
Brenda Barker Scott, Queen's IRC Facilitator

Decision Making and the Limits of Rationality

Decision making is a central activity in organizational life. Independent of one's role or profession, the ability to make effective decisions is a core competence that must be practiced daily. Despite its importance, evidence suggests that we're not particularly skilled at making decisions, especially the complex, strategic ones.
 

Read More »
From the Inside Out

Designing Organizations: From the Inside Out

It's a familiar story. While organizational design is not new – for centuries leaders have experimented with the best way to structure their kingdoms, armies, churches, factories, and governments – our track record has been less than stellar. Intuitively, we know that organizational design must enable employees to be more innovative, service oriented, connected, and efficient.

Read More »

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply. Learn more about the collection, use and disclosure of personal information at Queen’s University.