Nioda Blog

Professor Emeritus John F Newton, conferred at NIODA graduation ceremony 2018    Read of this fitting tribute to an extraordinarily gifted man, and his career that has impacted Victorian organisations in a profound way. You are likely to have been privy yourself to...

'This' by Susan Campbell, NIODA graduation speech 2018   The poet Marie Howe wrote 'This' following the experience of caring for her brother before he died at age 28. It's called 'The Gate'. I had no idea that the gate I would step through to finally enter this world...

Our workplaces and home life are becomingly increasingly networked. Through the use of technology, people are able to connect just as easily with people who are geographically distant as they are with people in their local area. In addition, our definition of the ways...

Address to the NIODA Graduands from alumnus, Deb Martindale (RMIT Organisation Dynamics Masters Graduate 2009) What a great privilege it is to be here with you tonight. I feel very humble. Between you and our new mutual friends Bion, Trist, Chapman, Alderfer and the...

   Learning about Economics and Organisational Dynamics Economics: the science of the creation and distribution of resources Organisation Dynamics: the capacity for understanding and influencing the ‘push and pull’ of conscious and unconscious resources in the human...

NIODA SYMPOSIUM 2018 Leading and Managing in the Emergency and Trauma Sectors Symposium Exploring the dynamics of interoperability before, during and after crises. Saturday 15th September 2018 Friday 14th optional pre-symposium dinner & accommodation Leading and...

Experiential Learning: ‘Market’ value or real value? The Australian literary figure Clive James, who coined the term Cultural Amnesia, argues that we can forget that some things don’t have a market value, they only have value. And the current Banking Royal Commission...

A good deal of my consulting work boils down to creating a pretext for necessary conversations between people at work. These may be conversations about clarifying roles and role boundaries, agreeing priorities, establishing group norms and shared values, working...

Sometimes I say, with a bit of cheek, that Executive Teams are prepared to pay a lot of money NOT to learn about what is really going on in their organisations. Every year, so many resources are spent on quantitative survey tools that loosely point to areas of challenge (e.g. poor communication, bullying, low morale, distant managers, high turnover etc.), but provide little or no rich detail about what sits behind the data…