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Live, New and Upcoming Information from Visual Workplace Australasia.

May 29, 2023
Where are we in this series? Our frontline leaders can easily and consistently identify any difference between WHAT SHOULD BE HAPPENING and WHAT IS ACTUALLY HAPPENING, and they are applying a robust training system thus addressing ‘don’t know, can’t do’. So, what’s next and necessary for system stability?
May 16, 2023
You’re a frontline manager leading a ‘people-based system’ producing a product or service and your front line leaders can easily and consistently identify any difference between WHAT SHOULD BE HAPPENING and WHAT IS ACTUALLY HAPPENING. What’s next and necessary for system stability?
May 1, 2023
You’re a frontline manager leading a ‘people-based system’ producing a product or service. Daily you ‘walk the floor’ building strength in the system through understanding then responding to answers to 4 questions posed to your frontline leaders.
April 17, 2023
A frontline manager can be viewed as a person leading a (production or service) system where their primary asset is their people, in particular their frontline leaders, through whom the manager will get their operational results.
April 3, 2023
Would you do something that makes you feel uncomfortable if it benefits the objective, the group and production?
March 16, 2023
Richard De Crespigny, captain of A380 Qantas Flight 32 that blew an engine out of Singapore in 2010, speaks of the value to him of having his slow mind ‘available’ such that he could problem solve scenarios that had never before been experienced in simulated or real flight.
February 28, 2023
When we add humans to a process and make a change that impacts habits and behaviours, often the changes made don’t have the desired effect. So how do we know if the change has ‘worked’?
February 6, 2023
During session four of Job Relations (JR) on Wednesday last week a site leader said to me “sometimes it doesn’t work”.
January 19, 2023
What is the compounding consequence of an aging workforce, rising demand and a tight labour market? Right now, we are at a crossroad in people development!
November 29, 2022
I’ve not yet seen positive relationships in any workplace where TRUST hasn’t been close to or at the core. So the question must come, assuming positive relationships are desired, how can we build trust? Or more interestingly perhaps, what part did trust play in the story of QF32?
October 31, 2022
… where ‘normal’ (or ‘good’) is the predetermined acceptable standard. A recent project with Lachlan Shire Council has taught me (Ben) a lot. Although, upon reflection, I’m now wondering why it took me so long. Let me show you what I learnt.
September 23, 2022
When I (Oscar) asked Tony Burns “what’s our objective for the week?” Tony replied “make sure all participants have enough knowledge and skill to go and play and learn from that”. What a terrific answer when the ‘playing’ is directed toward scientifically thinking within continuous improvement. It’s easier to act your way into a new way of thinking than think your way into a new way of acting …
September 12, 2022
The reality is if the why isn’t meaningful ‘enough’, the what and way we do it will probably waiver over time.
August 19, 2022
There is potential for 91,000 workplace experiments per year in a very large Australian government organisation. The maths is straightforward. It may be for your organisation too.
August 8, 2022
A client last week … A department knew they had ‘problems’. Productivity had dropped, Work in Progress was growing, quality ‘issues’ (that were ‘sort of’ measured) were raised. What then happened is very common in many workplaces. In the midst, one question saved us lots of time, effort, and energy.
July 17, 2022
Oscar was recently interviewed by Value Prop CEO, José Palomino, on Business Growth On Purpose. The discussion led to seeing ‘improvement’ a little differently.

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