Cultural Transformation

Kirsteen Mackay

Government Architect
Office for Design and Architecture SA Government of South Australia

Case Study

Our team was experiencing disruptive behaviours and inconsistencies in deliverables following a merging of two previously unrelated areas of the business. Individual teams were siloed in their work, stuck in poor communication practices and relationships were suffering from a stifling lack of confidence.
The process started with one on one with every member of staff, to ascertain where issues were and what needed to be addressed. Simultaneously, a review of role statements, titles, employment contracts, role classifications and performance learning agreements were undertaken.
The key turning point was a two-day planning event held off-site. This started with the director sharing her ‘why’, her motivation to illustrate and align a sense of common purpose. Then the common findings from the one on ones were shared as well as the strategic context of the effort. Each team presented their area of work, what they do and why, then each team member individually spoke about their career to date.
Prior to the planning day workgroups were formed to tackle the project pipeline, service offering and common purpose, office communication, engagement, systems improvement, health and wellbeing.
The Woohoo Crew presented the keynote session on core values and communications that was highly impactful and perfectly timed both in the overall change process and the event itself. The two days were peppered with social activities and team interactions, with significant moments of reflection and common appreciation.
A practical and sensitive approach to uncovering what the real issues were allowed us to align common purpose with service offering and clarify expectations both within the team and to the executive.
The process was extremely supportive especially when uncovering raw issues and previously unexposed bad interpersonal behaviours. To the broader group the approach was structured, highly visible and consistent; for individuals tailored coaching was provided, which in some instances had an instantaneous impact.
The objective of the task was to deliver sustained performance leadership capability and an engaged workforce, resulting in a high- performance culture. The team culture has changed radically and for many, the individual experience was personally transformative. One of the most unexpected and impressive outcomes is that the high performing culture is now self-sustaining.

Health and wellbeing focus

The office undertook a cultural transformation project. The objective was to build a strong culture with a focus of ‘one team’. Developing a safe and engaged workforce, and reduced staffing issues along with building an inclusive environment that encourages collaboration.

Meetings were held with staff to provide feedback into how they believed the workplace was functioning, which then culminated in a team professional development day. There were initiatives that were developed through this process, beginning with the undertaking of a team charter, defining the purpose, the delivery of service strategy and a behavioural blue-print, mapped onto daily interactions, team meetings and process. The team leaders cultivated a learning culture by rotating responsibility for initiatives, where people who were passionate about certain topics, got to champion the initiative.

The well-being initiative program has seen a shift in the culture from a siloed approach, to working in collaboration, improved cross unit communication and the sharing of information and projects. As a result I have witnessed an increase in engagement and displayed behaviours aligned to the Department’s values.

Trusted relationships have developed, leveraging individual knowledge and skills to help others solve problems, and rewarding the effort and the results of the individuals and team successes. I have seen an energised and renewed team spirit, more laughter and a mentally, physically and emotional healthy workplace develop. The wellbeing program extended beyond the individuals, to sustainable environmental practices supporting the wellness of the planet.

The saying, “the whole is greater than the sum of the parts” summarises the benefits enjoyed by the workplace. I have witnessed a growing connection and support between the people. There have been well-planned, focussed and supportive practices to promote ongoing health and wellbeing within the team.

How has this outcome delivered on your expectations?

Exceeded – additional latent issues were also addressed improving collaboration across the team. Fun was injected into the workplace, having a positive effect on staff wellbeing.