Dee Roche

Areas of professional interest

• Change leadership

  While there are many theories and concepts about the general steps, elements and processes required for successful change programs, applying these to one’s workplace is rarely a straightforward exercise. 

  Dee believes technology has transformed how workers carry out their jobs, with new tools and protocols contributing to a working world that’s changed beyond recognition.  

  All organisations are faced with the continuous need for change, regardless of source or cause, and this change is normal. However Dee argues that leading change successfully is a complex and multifaceted process, with both planned and, at times, unintended consequences. Her view is that we must understand how to lead disruptive change, rather than simply managing it. Workplace changes themselves are not difficult for employees and managers to grapple with, yet the internal emotional impact of the transition process is far more dynamic. 

  Dee’s research suggests that the key to leading change is to grasp that it is an external process; transition leading to transformation, meanwhile, is an internal and emotional reaction to change. Therefore, comprehending the process and the emotions involved in transition is a significant step forward in effectively leading workplace change.

   
• Authentic leadership
  Dee believes in authentic leadership – the idea of holding onto one’s beliefs, and saying and doing what one believes in. Dee models this behaviour every day, and suggests that becoming an authentic leader is about taking what is genuinely inside you and letting it be visible to all. 
• Design thinking
  Design thinking combines what is desirable from a human point of view with what is technologically and economically feasible within any organisation or sector. Related skills such as innovation and collaboration are becoming more vital to all types of businesses, and with her IDEO Experience Point team training, Dee is able to bring the latest methods of design thinking to her students in class. 
• Mentoring

  Dee has demonstrated successful mentor program experience; designing, developing and providing start up mentor support to many leading organisations within the public and private sectors and has been instrumental in the development of the UWA MBA Mentor Program, since its inception.  

  What makes a successful mentoring program is the generosity and wisdom of the mentors involved. Mentors unconditionally offer their expertise, time and generosity to encourage someone else’s growth and wisdom. Mentoring as a concept is often thought to be a one-way street, Dee says to the contrary, part of the appeal of mentoring is that it is a reciprocal and open process of knowledge sharing which benefits both parties.