Show simple item record Antolovic, Laurie G. en Holloway, Jan R. en 2013-10-02T12:07:08Z en 2013-10-02T12:07:08Z en 2013 en
dc.identifier.citation Laurie G. Antolovic and Jan R. Holloway, "Co-creating Change," Office of the Vice President for Information Technology, Indiana University, 2013. en
dc.identifier.uri en
dc.description.abstract The open, flexible workplace modeled after best practices from Silicon Valley is hailed for promoting better communication, collaboration, and increased productivity. IT is known as a university change agent, but at IU Bloomington the future move into the new Cyberinfrastructure Building meant change on a radical scale, in every aspect of the workplace: physical space, business practices, and social and cultural environment. Many IT staff anticipated loss of privacy, personal space, and individuality. The challenge facing the executive project lead was to help staff begin to embrace the new culture while still occupying their old offices, a challenge not amenable to executive mandate or the change management process customary in IT. The solution was an experiment. Teams of staff led their co-workers in an organic process of articulating and addressing the issues, believing that socializing the change would encourage buy-in and investment and restore some sense of control. The experiment broke many models: Self-governing teams lead the initiative; teams crossed hierarchies and divisional boundaries. Team leads were sometimes junior staff. The book discusses the experiment and the many small and large decisions and strategies that helped make it a success: The process of creating teams, language and communication, situational leadership, the role of humor, team strategies for engaging staff, and team interactions with architects and planners. Teamwork was challenging — the organic process provided no steps to follow — but the team experience provided another benefit beyond socializing change: that of building leadership in the trenches. This experience involves a building, but the principles of change it confirms can apply to any kind of change, from altering the structure of a business to changing a culture. The discussion may be of interest to those in human resources, industrial psychology, sociology, business, academe, and architecture en
dc.description.abstract en
dc.language.iso en en
dc.publisher Office of the Vice President for Information Technology en
dc.subject IT workforce en
dc.subject Leadership development en
dc.subject Peer leadership en
dc.subject Workplace culture change en
dc.subject Community engagement en
dc.subject Facilitating change en
dc.subject Open office environment en
dc.subject Collaborative work environment en
dc.subject Art in the workplace en
dc.subject Empowering teams en
dc.subject Flexible workspace en
dc.subject Situational leadership en
dc.subject Psychology of change en
dc.subject Sociology of place en
dc.title Co-creating Change en
dc.type Book en
dc.altmetrics.display true en

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