“Researchers have often applied a one-size-fits-all model to relational work design, overlooking situational and individual differences in the functions of workplace relationship.“ (Grant & Parker, 2009: 36)
The underplaying of social relationships and social cohesion as significant facets of work and organisation is not new. In part this may be attributable to the difficulty researchers encounter when it comes to understanding, codifying and quantifying what happens in human relationships. Yet the ‘R’ word (‘relationship’) is one of those that clients often seem to get nervous about, so maybe I should not be so surprised.
Why bother with researching this area? If we consider for a moment a fundamental question: lovely as it may be to understand how relationships work, is there any impact on performance, ROI or shareholder value? Yes, actually…
“MIT research shows that 40% of creative teams productivity is directly explained by the amount of communication they have with others to discover, gather, and internalise information. In other MIT studies, research shows that employees with the most extensive digital networks are 7% more productive than their colleagues. Furthermore, those with the most cohesive face-to-face networks are 30% more productive.” (Hodgson, 2009 – my italics)
An interview with Professor Vlatka Hlupic of Westminster Business School
We’re delighted to announce that on March 11th at 3:30 (UK time), we will be joined by Professor Vlatka Hlupic of Westminster Business School for an interview and q&a session.
Fit and Emergent Leadership
Vlatka has recently had an article published in the Havard Business Review called “To Be a Better Leader, Give up Authority“. One of the interesting themes to emerge from this work is the idea of ‘mutualism’.
Exploring mutualism, alongside human fit should make for a very interesting discussion.
How can I join in?
The dial in number is + 1 712-432-3100 and the code is 152585. We’ll also be recording the call.