Key Themes
The key themes chart is a visual representation of some key themes that were found when analysing the case studies that had been collected. The team looked at broad themes that had been discovered as part of the project and assigned between 3-5 to each case study to determine the commonalities between them. Those included in this chart cross-over at least two of the case studies presented on this site. Overwhelmingly it is the support and involvement of leadership (across the organisation) that featured in almost all.
Key Themes Chart
Barriers and Remedies
The following outcomes from the initiatives were identified:
- Immaturity of the organisation in the subject matter
- Lack of leadership support
- Lack of immediate results of transformative change
- Skepticism and reluctance due to fear of too much commitment
- Fear of decreased autonomy
- Resistance to sharing information and fear of exposing team inefficiencies
- Lack of resources
- Project delays due to underestimation of time to collaborate
Potential remedies for such barriers and challenges included:
- Change management planning with a focus on long-term outcome benefits
- A focus on engagement and inclusion of staff
- Taking an action learning approach
- Promoting early initiative successes
- Embedding program flexibility
Outcomes
The following outcomes of initiative implementation were identified through our research:
- Quicker, more collaborative and data-driven decision making
- Reduced duplication of effort
- More consideration of impacts on other teams
- Enhanced continuous improvement culture via increased cross-departmental understanding
- Efficiency improvements
- Clarity and consistency via standardized processes and common language
- Faster resolution times
- Greater agility and effectiveness for responding to stakeholders
- Stronger staff relationships and knowledge of others
- New stakeholder engagement in decision making
- Increased team morale
- Positive feedback from staff
- Increased employee satisfaction, empowerment, and knowledge of others
Between teams, the following was reported:
- Improved collaboration, trust, and willingness to engage
- Shared responsibility of issues
- Improved communication and fewer misunderstandings
- Clearer processes and procedures
- Increased proactive planning
- Greater collective ownership of outcomes
- Increased visibility and understanding of roles and operations
- Unified viewpoints and support to achieve common goals
- Greater accountability through clearer delineation of tasks and responsibilities
Tips for success
Consider these when implementing initiatives to break down LG silos and build across-team collaboration.
Leadership involvement
Significant studies have shown, the more involvement from leadership, increased participation from the target audience. This was evident through the feedback and comments received within the case studies.
Leaders are responsible for setting the vision, providing guidance and driving teams. Therefore, if this is lacking or non-existent, it can lead to lack of trust, engagement and respect from fellow colleagues.
Use a change management focus
Keep in mind the key elements when implementing change, whether it be large or small, to ensure the most successful outcome: Define, Assess, Analyse and Consider.
What is changing and when?
What are the risks and goals?
Who is accountable and who needs to be part of the Journey?
Have a clear vision for the future.
Inclusivity in Participation - Engagement is Crucial
Clear and regular communication will engage the audience, increase participation and build enthusiasm as the initiative progresses through milestones. Implement a variety of forums to communicate to maintain interest and momentum throughout.
Communication, inclusion and clarification
It's important to consider your part-time and casual workers to ensure they are included in all communications shared with those staff who are in a full-time capacity. Consider outlining any key points that might affect them directly setting expectations of the individual, but also ensuring they understand the wider team goal or target.
Face - to- face engagement
The increase in virtual meetings as a result of COVID and adapting to a hybrid working environment has positive impacts, however to increase engagement and accountability, in-person sessions are more effective, it increases shared engagement, open and fluent conversations, resulting in better outcomes.
Start small/ celebrate the wins
To avoid feeling overwhelmed when implementing significant change, consider starting small. If that can be through a number of smaller initiatives, or in stages, once that element has been finalised, celebrate it. Show appreciation to those who have supported the journey and outline the benefit this will be make to the wider group/organisation.
Ongoing Development/Workshops and Facilitation
Don’t forget about what needs to happen once the final outcome/goal has been achieved. Does this need to be added into new staff inductions? Does it need to form part of a workforce plan or forward planning? If so, what does that look like? Development opportunities? Workshops? Contemplate where you would like to be in 5-10 years’ time and consider about working backwards.
Ongoing support
Think about creating a support working group who are available for any questions, queries or troubleshooting once the final initiative has been finalised. Offering on-going support and setting expectations and guidelines will instill confidence in the user knowing there is support if issues arise.
A note on accidental collaboration/ silo breaking
Great collaboration can occur incidentally while addressing other organisational solutions. In the case studies we saw multiple initiative examples where building collaboration was not the key purpose however the organisation was able to breakdown silos though implementing the project.
How do you know if you are successful in creating the change you want to see?
Consider:- Regular check-ins with teams
- Reflective practice
- Surveys and feedback
- Metrics and measurable KPIs that reflect collaboration. E.g. Cross departmental projects completion rates, frequency of cross departmental communication, meetings, shared issue resolution, organisation wide planning and goal setting.