In this chapter we will explore the different ways of working that exist

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8
Ways of Working
chapter 
2
Introduction
In this chapter we will explore the different ways of working that exist 
and help you determine if and when a particular way of working is 
most appropriate to what you are trying to accomplish. Through this 
exploration we hope that you will begin to see that how we execute 
work is a choice rather than simply a given, or as we prefer to call it, 
a ‘default position’. That is, we always choose one way over another 
regardless of whether it will work or not. 
At the end of this chapter we will introduce you to a tool we have 
co-developed, the ‘Ways of Working Diagnostic Tool’. This tool will 
help you explore the choices that are available to you in relation to the 
task you wish to undertake. 
There is nothing inherently right or wrong with any of the ways of 
working described in this chapter. None is better than the other. We 
hope to encourage you to make a conscious choice and in doing so to 
pick the way of working that is most likely to lead to success, in terms of 
the task in hand and also for those who you are asking to engage with it. 
Finally, we hope this chapter will help you when talking with stake-
holders about setting up a workplace community. By understanding 
and being familiar with different ways of working, their benefits and 
I. Gee et al., The Workplace Community
© Ian Gee and Matthew Hanwell 2014

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9
Ways of Working
drawbacks, you can help people think through why your idea of initiat-
ing a workplace community is the best way of achieving a successful 
outcome.
S C E N A R I O
Imagine you have been called in to see your boss. Your 
organization is doing very well and has ambitious plans 
to expand into new markets. There is an ever-growing 
demand for its products and services outside of the home 
territory. However this expansion has not been without its 
problems. The dreams and passion that headquarters has for 
developing organizational excellence, and at the same time 
generating ethical profits, has not been fully realised. No 
one seems to know why. Demand is now rising in SE Asia 
and the organization’s senior leaders are very keen to open 
offices across the region. It wants to build a strong and suc-
cessful presence. In addition to market opportunities, HR 
have identified that SE Asia could provide the organization 
with a rich source of much-needed talent. Given the bumpy 
entry the organization has had into other new markets, the 
CEO commissioned a couple of quick and dirty studies to 
find out what has worked and what has not worked. But 
having read through these and talked to a few people, you 
are still not much clearer on what the organization is miss-
ing and not getting right. Your boss has asked you to lead 
this market entry and to make sure that it happens quickly, 
smoothly and becomes a model that the company to use for 
future such initiatives. So what do you do? 
Do you go and find the ‘usual suspects’ and set up a short-
life project team to work with you? 
Do you work through the hierarchy, as a sole contributor, 
trying to influence and direct things. Using your natural 
enthusiasm and any expert power you have? If needs be, 
drawing on the authority of your boss to get things done?
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