Meg and her colleague Geoff Hales published an article in Water Source, an Australian Water Association publication.
The article discusses the relationship between asset management excellence and organisational culture. The link between the two is crucial.
The key takeaway? Why invest in asset management if you are not also prepared to tackle the cultural challenges that dilute its benefits? Why indeed!
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Change readiness isn’t about identifying resisters or “bad actors”. It’s about creating an environment that supports successful change. Understanding the beliefs, feelings, and contextual factors that influence readiness helps organisations mitigate psychosocial risks while protecting their investment in change initiatives.
After years of resilience programs being dismissed as workplace gaslighting, a more balanced approach is emerging. We’ve learned that supporting individuals through change isn’t about letting organisations off the hook – it’s recognising that even well-managed change creates uncertainty. The key is addressing both: designing change well AND equipping people with genuine resources to navigate inevitable challenges.
Why aren’t commuters singing on trains? The same reason collaboration doesn’t always flourish in organisations – it’s about environment, not just individual choice. Just as we might belt out Taylor Swift alone in our cars but stay silent on public transport, collaborative behaviour depends on the systems and culture we create around people.
Effective stakeholder engagement isn’t overhead – it’s strategic investment. Success requires understanding what your stakeholders truly value and speaking their language. When you invite the right people to co-design solutions rather than just respond to them, you tap into powerful psychology: ownership creates champions. The art lies in balancing empathy with authenticity, ensuring genuine participation within clear boundaries.
Collaboration and performance are undeniably linked, yet many organisations struggle to move beyond good intentions to effective practice. The difference lies in collaboration maturity – the likelihood that collaborative efforts will actually deliver better outcomes. High-maturity organisations don’t just encourage collaboration; they hardwire it through systems, processes, and feedback mechanisms. While individuals bring skills and mindset, it’s the organisational environment that truly transforms collaboration from a buzzword into competitive advantage.
This paper was presented at the Industrial and Organisational Psychology Conference 2017 (IOP2017). Along with my colleague and friend Tim Clarke, I shared the approach and methodology we developed to build collaborative practice within two different teams in an organisation with both field and office based staff.
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