Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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4a.3) Creative Staff
Throughout the interview process is became clear that employees were highly motivated to improve the
organisation, and that many had clear and wide-ranging ideas and strategies as to how these improvements could
be made.
Example response 1 (Participant 10): “At the beginning of the year I put forward two pages
events that either I could do or other people could do…”.
Example response 2 (Participant 9): “what you have got to understand is we have got the
of ideas and
most amazing
talented people and they’re degree-level educated, erm they’re creative you know they’re writers they’re artists,
everything that you need to do in [name of service] could be done through the pool of staff that we’ve got you
know”
4a.4) Peer Support
For the majority (10 out of 13) of the participants of this phase, the way in which individuals could rely and
‘lean’ upon their colleagues should they require help or support had a huge impact on their experience throughout
the work day. Individuals felt more comfortable going to colleagues and peers for help with working situations than
they did management, and many felt that this support network was greater than that provided by the organisation.
Example response 1 (Participant 5): “Yeah definitely there are some colleagues that you really rely on to not
just in a work, well it is in a work way but not just to give you
advice on work but support.”