Culture of work
Psychosocial safety is everyone’s right and everyone’s responsibility
Psychosocial hazards in the workplace such as harassment, bullying and poorly managed supervision and training can result in stress, burnout and worse. This article outlines some of the laws and organisational cultural changes that can help identify, assess and eliminate or mitigate psychosocial hazards and...
Good practices for handling whistleblower disclosures
This report provides insights for companies and superannuation trustees when designing programs or frameworks to manage whistleblowing in accordance with the Corporations Act 2001. The good practices identified are scalable and include examples of how executives and directors oversee whistleblower programs.
Developing international benchmarks of patient safety culture in hospital care
Improving patient safety culture (PSC) is a significant priority for OECD countries as they work to improve healthcare quality and safety. This document reports on patient safety within hospitals across the OECD.
Teamwork and culture in disability group homes
This is the first in Yooralla's 'Insights into Practice' series, which provide plain language summaries of key topics in disability support. The complementary roles of teamwork among employees and culture at the home are described.
Insurance conduct and culture: fire and general insurers update
This report summarises disappointing findings from an evaluation of New Zealand fire and general insurers’ responses to the Life Insurer Conduct and Culture review undertaken by the Financial Markets Authority and the Reserve Bank of New Zealand in 2019.
Auditing risk culture: a practical guide
Specifically developed in the context of Australian financial services organisations for internal auditors, senior management, board audit committees and other assurance providers, this 40-page guide will be useful more broadly: in non-financial organisations and both within and outside Australia.
Bullying, culture and related issues in New Zealand Police
This document reports findings from an independent review of bullying and related cultural issues within the New Zealand Police.
As anyone tasked with developing their agency’s regulatory strategy knows only too well, the landscape of available ideas is crowded and confusing. This presentation discusses some of the approaches that will be most helpful in making, explaining and evaluating regulators' choices, setting their posture and...
The little book of green nudges
This publication presents a quick guide to reducing university campus' environmental impact through behavioural change. It summarises the evidence around what 'nudges' work best while seeking to encourage more sustainable practices among students and staff across several behavioural categories.
Independent review of the New Zealand Defence Force’s progress against its Action Plan for Operation Respect
In 2016, the Chief of Defence Force at the time launched the Operation Respect programme in order to eliminate harmful behaviour in the New Zealand Defence Force (NZDF). This document provides an independent analysis of this programme.
Customizing Lean leadership: new facilitator case studies
This paper shares success stories from the new facilitators on how their teams, in the company’s value stream, applied Building a Lean Culture with a Lean Leadership (LL) training program knowledge to their business.
What drives our project teams?
In collaborative delivery systems, the motivation within a group is sensitive to the project conditions and relationships within the team. However, research on motivation is underrepresented in construction and is mainly based on the simplified classification into intrinsic and extrinsic motivation.
Achieving excellence in Lean implementation at construction companies: a case study from Brazil
Key themes that emerge from this study for a successful lean construction journey are; effort to stabilise the environment, knowledge creation and management, transparency in the process to enable simplicity and shared understanding, and building trust for further growth.
A requirement model for Lean leadership in construction projects
A recently conducted survey with corporate members of the LCI showed that the main barriers in Lean implementation are managerial based. To achieve the required change, site managers play a very important role as the linkage between the people responsible for value-adding activities on the...
Optimized installation flow: A strategy for substantial cycle time reduction
Industrial system infrastructure installations, such as those in semiconductor fabrication plants, are complex, short-term and mission-critical. Our strategy, called Optimized Installation Flow (OIF), builds on lean and associated theories in the realm of production planning and control, synthesizing a method with seven principles, and can...
Collaboration barometer – development of a tool for measuring collaboration during design and construction
Starting with the basics on collaboration, this paper describes the development of a tool called "Collaboration Barometer", which can be used to measure the degree of collaboration between the participants in a construction project and shows how the results are processed and what benefits are...
Towards a Lean behaviour evaluation system in Latin American construction
This research seeks to identify the main competences of professionals in charge of Lean implementations in Construction Projects from a Latin American point of view, as a basis for the development of key behavioural indicators (KBI).
Purea Nei: Changing the culture of the legal profession
This report seeks to understand how to change the sexist, bullying culture often experienced by many female lawyers working in the New Zealand legal profession.
Enthusiasm for lean
Despite implementing the continuous improvement and respect for people principles as understood from the current research, many lean transformations fail. This paper provides an argument that there is a missing yet important set of elements supporting these principles that needs to be understood, and examines...
Building and sustaining a culture with a mindset for disruptive performance
In this case study from the building industry we present a framework for, and experiences with building and sustaining an organizational culture to create teams with a collaborative mindset for disruptive performance driven by extraordinary ambitions.
Measuring project's team culture in projects using the last planner system
The construction industry is known for bad project performance and a culture characterized by adversarial behaviours. The Last Planner System (LPS) is designed to improve these circumstances through the enhancement of workflow reliability by involving various disciplines in joint planning processes and a culture of...
Identifying barriers in lean implementation in the construction industry
It is of utmost importance to identify factors which lead to poor management in Lean construction activities. This paper proposes that lack of ‘top management support’, ‘misperception about Lean practices’, and ‘lack of information sharing and integrated change control’ are the top three barriers for...
Report on agency effectiveness through organisational design
It is evident that competition agencies face a number of challenges with their organisational structure and the functioning of the organisation. The aim of this report is to share experience among competition agencies in order to improve agency effectiveness.
When a business case is not enough: motivation to work with lean
Implementing lean construction from the lean construction community’s perspective is seen as a significant change from traditional project management and perhaps even a paradigm shift.
A guide to improving value by reducing design error
The Get it Right Initiative is an organisation with a mission to tackle avoidable error in the construction industry. The initiative’s single aim is to significantly reduce error and its associated consequences, and its members are united to build a better UK Construction Industry.