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CASE STUDY


roles) and an informal level (about personal and relational authority). Working with RHR is about actively owning and managing these formal and informal sources of authority for the sake of the greater good. Consider what formal and


informal authority you have, or can draw on, in the service of your work.





Engage in fuller conversations Although at first it may seem to take more time (and of course learning to do anything new can seem like


sation that you or others may be avoiding at present that could be addressed together respectfully?


Founded on values: listening, taking responsibility, trust and respect Tis is a practice that is founded on some of the fundamental values of an organisation: of listening, taking responsibility, building trust and embodying respect. RHR can also be an opportunity to put into practice such values. If we practice these, we are helping the organisation ‘live its values, rather than laminating them’! How far are these organisational


Motivation is on the up and formal grievances are down


that at first), the practice of RHR implies taking time to engage in fuller conversations, and going towards what might seem like difficult or awkward topics and situations, often taking an opportune moment to do so, but in a spirit of respect and enquiry. Where are there uncomfortable or challenging topics of conver-


values your own personal values, and what would you gain from living them more fully?


Give it a go: be ‘good enough’ Tere is a danger with any new learning that we think we have to ‘get it right’ before we can do it for real. We are suggesting that RHR practice is only learnt by doing, and that means we need to give it a go, without thinking we need to be perfect at it. Indeed there may be no such thing as the ‘right’ way, but it may be possible to be ‘good enough’.


What is your own attitude to learn- ing new things like RHR with others?


Altogether better RHR is a practice in a context. It is not something that we need to do on our own but learn to do with others. We can do this in an atmosphere of building on what works, which means actively sharing ideas, examples and challenges and de- veloping together a better understanding. Tis is why we are working in an action learning way, being ‘united in ignorance’ as Reg Revans, one of the founders of action learning in the UK, used to say. How will you support


others as well as yourself in developing RHR together?


Mayvin is a Leadership and Organisational Development consultancy. For more information go to www.mayvin.co.uk


Following the two-year collaboration with Surrey County Council to support HR practitioners with a greater sense of confidence and credibility in their work, Mayvin is now offering a postgraduate accreditation process in collaboration with the University of Chichester. To find out more visit http://mayvin.co.uk


22 | December 2016 |


@TrainingJournal


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