Effectively harness the employee COLLECTIVE BRAIN to achieve a powerful, sustainable advantage.

BETTERBUSINESS

BIG Change Global Pty LtdT/A BIG Change Agencyenquiry@bigchangeagency.com

BIg ChANgE AgENCy.COm

Global Reachmelbourne

Brisbane

Jakarta

This document is presented on behalf of the BIg Change Agency in conjunction with Employee Life. All rights reserved. The information contained within may not be reproduced without written consent from the publisher and is given in good faith, obtained from sources believed to be accurate at time of print however the BIg Change Agency cannot guarantee its accuracy and interested persons should not act on any statement, opinion or advice and rely on their own enquiries. All contained material does not infringe any copyright, trademark, defamation, libel, slander or title, breach of confidence, does not contain anything obscene or indecent, or does not infringe the Trade Practices Act or other laws, regulations or statutes. Further to the above mentioned, these persons agree to indemnify the publisher, directors, affiliates and/or its agents against any investigations, claims or judgements. The views expressed by contributors and advertisers are not necessarily those of the publishers or affiliates. (BCA_EL0315)

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BackgroundWelcome to the BIG Change Agency difference...

1. The Model1.0 Identify risks, problems and opportunities. 1.1 Traditional survey methods. 1.2 What is a solution? 1.3 Enriching the results with qualitative techniques

2. The Science2.0 Collaboration, alignment and cohesiveness. 2.1 Our social brains at work. 2.2 What is a solution?

3. The Outcome3.0 Improve the focus on goals. 3.1 What is a solution?

ConclusionThe journey starts now. About Employee Life. Notes. References.

Contents

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For companies, the everlasting task is to preserve and enhance competitiveness.

Competitiveness is the prerequisite for survival. Companies need to look for competitive advantage continuously. How can they stand out? Cost, price, quality, speed, innovativeness?

Companies need to mobilize their people on all levels to strive for competitiveness, to look for improvement, never to stand still.

(Hans-Paul Buerkner., Global Economic Symposium, 2014)

The required labor productivity increase to achieve Indonesia’s 7% annual GDP growth target.

60% FASTER THAN2000-2010

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Welcome to the BIG Change Agency difference - Now ask yourself...

Is your organisation sufficiently productive, agile and innovative to remain relevant?

Today’s business environment is continually shifting with a lot of change happening very quickly. Whether it be from competitive, technological, social or political forces, the ability to respond to changing conditions is mandatory for long-term survival.

“We need to improve our productivity!” is a commonly used phrase, yet in boardrooms around the world, Leadership teams are constantly asking themselves – Realistically, where are the productivity improvements going to come from?

This question will be explored within this paper along with suggestions for effectively harnessing the Employee Collective Brain.

By doing so, organisations can realise genuine productivity gains and carve out a sustainable competitive advantage, ensuring long term success.

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The Model

1.0

Identifying risks, problems and opportunities: Organisations are made up of people, all of whom have a brain. The collective brain is simply the combined strength of everyone’s brains. Generally speaking, the collective brain is already aware of most trends, problems and opportunities within an organisation at any given time – the information just needs to be extracted properly.

Many business leaders will feel that they have been harnessing the collective brain of their employees for some time. Some of the methods through which this traditionally occurs include employee surveys, toolbox meetings, brainstorming sessions, Town Hall meetings and performance reviews. The question is, how effective are these current processes? Further, how effectively are the insights that are gathered translated into strategies for improving agility, productivity and innovation?

And finally, how many of these processes are in place ‘because that is what you do’, rather than supporting an innovative, agile and productive organisation? Let’s first look at Employee Surveys.

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Science Knows...Snack Culture’ is a current social trend. Our attention spans are getting shorter as distractions are increasing.

Employee sentiment is contagious and can spread quickly.

Business Does...Organisations are still using the same survey and feedback tools that were developed many years ago.

Organisations conduct surveys every 6-24 months. Too much data is collected and paralyses decision making.

Overcoming the Disconnect...

Simple, short surveys which are easy for employees to complete are more effective than long surveys.

Simple, short, regular ‘check-ins’ about the things that matter can help keep the organisation on track, and quickly identify problems/opportunities.

Put simply, there is a disconnect between what science knows about the human brain and what business does...

1.1 Traditional survey methods:

Traditional Employee Engagement Surveys are not brain friendly. They are often quite lengthy, difficult and burdensome for an employee to complete. Most organisations try to ask too many questions at one time and rarely stop to assess whether they are asking the questions that really matter.

In most instances employee surveys are conducted annually (often it is every 2 years). This infrequent nature of traditional employee surveys makes it difficult to focus on the things that matter in real time. There can be a considerable ‘time lag’ between the occurrences of issues in the workplace and the time that a survey is conducted. Further, many organisations do not effectively close the feedback loop with employees; either taking too long to communicate the results back to employees or not communicating them back at all.

It is no wonder that many employees feel that the value they personally receive from giving up their time and filling out a survey is low. Responding to the (often lengthy) survey becomes just another task for employees who fail to see the value of the survey and have no expectation that it will improve their employee experience (Kjerulf, 2014).

So, what is an appropriate survey length? It is difficult to say. What we do know is that today’s employees face more distractions than ever. Traditional distractions such as co-worker conversations, open workspaces or personal issues have always played a part in competing for an employee’s attention and time.

Added to that we now have to contend with smart phones and other electronic devices, email and an ever increasingly amount of online content.

Linda Ray, Director at NeuResource Group in Brisbane, Australia, has coined the term ‘Attentional Intelligence’ to describe a person’s ability to be in control of what they are paying attention to. There are a number of studies revealing that as we live in a more connected world, the trade-off is that we are more easily distracted.

Our brains are becoming attuned to having our attention dragged away by smaller and smaller stimuli (e.g., beeps, vibrations, “was that my phone?”).

We have a snack-culture which is learning to ignore circumstances where there is too much information to process and digest. The days of 15 minute+ surveys

are numbered (if they aren’t already over).

Further, traditional survey methods often lead to stagnation with organisations unable to implement any workable solutions or strategies from the results. Notably, they fail to meet the requirements of today’s ‘connected’ environment. This has left many organisations disillusioned with this process or struggling to justify the return on investment.

Things are also changing rapidly. Once upon a time, 12 months was a relatively short period – now it is possible for an entire industry to be significantly impacted, let alone an organisation. Organisations need to consult their collective brain more than once or twice every two years.

BETTER BUSINESS PRACTICES

EMPLOYEE INPUT

BIG CHANGE SCIENCE

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Monitoring progress continually is a big opportunity for most organisations.

1.2 What is a solution?

Rather than trying to measure everything that an employee engagement survey tries to measure once a year, an organisation should simply measure only those things that matter to the organisation, regularly, in a way that doesn’t annoy employees. Using 50+ questions to identify whether a business has

a problem is part of the problem – too much data is collected about things that don’t really matter.

By continuously measuring and focusing on the things that matter, organisations can pick up on trends, opportunities and threats in a timely manner.

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Science Knows...

Employee behaviour is driven through complex emotions. Understanding of employee behaviour, sentiment and context requires discussion and conversation.

Employee sentiment is contagious and can spread quickly.

Business Does...

Too much effort goes into long and often boring online surveys which cannot properly assess emotion, decision-making or context. Problems and opportunities are missed.

Organisations conduct surveys every 6-24 months. Too much data is collected and paralyses decision making.

Overcoming the Disconnect...

Use short, regular online surveys and spend more energy and effort on the ‘qualitative’ techniques which will properly define problems and opportunities.

Utilise employee research techniques which provide a greater understanding of the emotions which are driving behaviour. E.g. qualitative techniques.

Put simply, there is a disconnect between what science knows about the human brain and what business does...

“I trust senior leaders to make the best decisions for the organisation.”

1.3 Enriching the results with qualitative techniques:

It is also impossible to get the depth of insight required to generate actionable results if the reliance is placed solely on a quantitative survey. Traditional surveys should only be used for what they do best: to generate a compass which points to areas where an organisation is performing well and areas where it needs to improve its performance.

To establish context and generate a depth of understanding which flows through to actionable results and workable solutions, qualitative techniques (deep dive discussions) must be utilised in conjunction with any survey style activity.

Let’s take an example of an item normally rated on an agreement scale:

Regardless of the result, the real information comes from ‘why’ it was the result. Therefore, if the collective brain is to truly be harnessed, qualitative techniques (deep dive discussions) must be utilised in conjunction with any survey-style activity.

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2.0 Collaboration, alignment and cohesiveness:

We are operating in a new age…

The ‘Information Age’ was coined to describe an age where knowledge was power. However, given that the Internet is now so tightly woven into the fabric of our lives, access to information and knowledge is largely ubiquitous. Anyone with access to the Internet can source anything that they are interested in with a click of a mouse. Many schools are changing their curriculum to accommodate this fact - with less emphasis on ‘committing information to memory’ and more emphasis on the ‘ability to source information as it is needed’.

So what happens when there is a level playing field with respect to information and knowledge? It means that the ability to synthesise the available information to form novel connections and generate insights or creative ideas and solutions will be the new source of power. Of course, “there may still be times when information is power but in the instances that the playing field is even; ideas and insights will be key” (Damiano & Dumas, 2014).

Many theorists agree that this new age is either here or fast approaching but they are yet to agree on one unified name that sums up its characteristics.

2. The Science

It has been referred to the “Wisdom Age” (Maverick & Boutique 2014) and the “Imagination Age” (Damiano & Dumas, 2014).

If this is true (and we believe it is), it is the synthesis of the right information – that which is relevant, correct and timely – which will define future organisational success. Leaders and employees alike will not only be valued for their ability to source information and demonstrate knowledge, but also to create new and unique insight connections.

It has therefore never been so important to properly leverage an organisations’ Collective Brain.

Smart leaders are recognising that when people work together in a way that is collaborative, almost anything is possible. When this occurs the sum of the whole is greater than the sum of the individual parts and insights and ideas are likely to flourish.

While technology can be utilised to bring employees together we cannot forget that employees are in fact, human beings. By our very nature (the organising principles of the brain), we all have very individual views, perceptions and needs.

Silvia Damiano & Melissa Dumas, 2014 Maverick & Boutique 2014

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2.1 Our social brains at work:

Several years ago David Rock, CEO of NeuroLeadership Institute, developed a model based on the key organising principal of the brain – that in order to survive, we are pre-programmed to minimise threat and maximise reward.

Rock’s S.C.A.R.F. Model identifies five domains across which threat and reward triggers are registered. It offers a fascinating insight into our Social Brains, and how we behave at work:

Status – Concerns our relative importance to other people within the social domain we’re in

Certainty – Relates to our ability to accurately predict what is about to happen.

Autonomy – Having a sense of control over events or the perception of choice.

Relatedness – Concerns our perception of safety regarding those around us.

Fairness – The perception of a fair deal; a fair exchange

This model is extremely useful when applied within the work environment. For example, Neuroscience Research has shown that a person can feel as much reward from a dose of ‘certainty’ as they do with a pay rise. Further, a person who starts acting strangely in the workplace may have a perceived threat to their ‘status’ within the organisation. Social pain and physical pain are known to activate the same area of the brain.

Think for a moment how many potential threat and reward triggers that might exist on a day to day basis that could possibly impact an employee’s productivity, engagement and motivation. The human social world is about feeling part of a tribe and as a species we have developed the tendency to be wary of others that aren’t like us. “If you aren’t with me, you must be against me”.

The organisation that can create and maintain an environment free of perceived threats to Status, Certainty, Autonomy, Relatedness and Fairness will be in a very strong competitive position.

Similarly, the organisations that can create an environment which acknowledges those who do their job well (status), where everyone knows what they need to know (certainty), can use their own initiative (autonomy), where everyone feels part of the organisation (relatedness) and are treated appropriately (fairness) will thrive.

A further consideration – Multiple geographical location of employees...

Multinational and large national corporations have the tendency to operate from multiple offices across the country and the globe. This creates a challenging situation for senior management to be able to monitor and maintain the effectiveness and productivity of the employee base in every location.

In the passed decade, from the growing number of the younger generation employees across a multitude of industries (especially in the S.E. Asian market), we have witnessed the adoption of Information and Communication Technology (ICT) to overcome this geographical challenge.

Global Business Guide Indonesia stated in 2013 article on Improving Internet Access in Indonesia.

“The result of greater connectivity, be it through voice or internet communication, will be felt acutely in areas such as education, civil bureaucracy and of course in business, whereby the connection serves to bridge Indonesia’s geographical obstacles and radically improve efficiency. The ICT sector in Indonesia therefore has an even greater role to play than in other markets, in accelerating the country’s growth through fundamentally changing how people socially interact, obtain information and engage in commercial activities in this vast and rapidly changing market”.

When managing a team across diverse locations any managerial and communication skill gaps are heightened. To be successful, people as well as technology must be aligned.

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2.2 What is a solution?

Technology can play a very important role in creating and supporting a collaborative, aligned and cohesive environment. By constantly connecting

everyone in the organisation to the things that matter, performance and productivity become day-to-day conversations.

An internal private network can connect everyone in the organisation to the things that matter.

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3.0 Improve the focus on goals:

3. The Outcome

If there is a holy grail of maximising productivity, it possibly lies with an aligned workforce that knows why they are doing what they do, what they need to do and how they will know they have achieved it. Leaders need to be clear about why an organisation is in business and where it is heading - objectives, vision and values are good examples.

This is where simplicity, consistency and clarity really shine. Set in place what is important to the organisation, and measure only those things that are important. Filter out all of the distracting, unnecessary information and focus purely on what is important.

Methods of tracking goals/objectives/outcomes within an organisation are often managed through Performance Management, Appraisal Systems or Learning and Development Systems. These systems can be cumbersome to use, complicated to understand and cost prohibitive.

The real problem however lies with the fact that they encourage a focus on goals and outcomes on a 6 or 12 month cycle, as part of a review process. What this means is that the organisation is telling employees performance is only relevant once or twice a year.

Is it any wonder that performance conversations become a matter of compliance rather than what they should be – a continuous cycle.

Ponder also for a moment the impact of increasing distractions at work. Employees are being asked to dial up their productivity and find ways of doing more with less – at a time when we are learning how to be distracted and forgetting how to remain focused.

Supporting goal directed attention…

It is also important to note that research undertaken in the past 15 years suggests we have two main types of attention. The first is referred to as Goal-Directed Attention (GDA), attention we focus when directing ourselves towards activities or thoughts - motivation, curiosity, willpower and other self-driven forces. The second is stimulus driven attention (SDA), driven by our awareness and response to sensory stimuli. It is our unconscious monitoring of sensory inputs. This part of our unconscious mind is continually on the search for novelty and social media is feeding this system.

Now consider the impact of the results of a growing number of research studies (for example, Rosen, 2012) which show that the age of social media is literally driving us to distraction by eroding our ability to focus and concentrate. Our stimulus driven attention (SDA) or search for novelty is in overdrive.

Gloria Mark is a leading researcher of “human-computer interactions” who studies how high-tech devices affect our behaviour. Mark’s research has shown that office workers switch between tasks approximately every 3 minutes and 5 seconds. An office environment contains many different types...

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Science Knows…

The human brain is wired to see progress. A continuous cycle of goal-setting, review, feedback and decisions is essential to successful goal pursuit.

Motivation is intrinsic, internal and related to a person’s personal values and goals.

Business Does…

Organisations set goals for 6 and 12 month periods, and develop performance management systems which support only speaking about performance during these times.

Attempts to boost motivation through carrot and stick style methods.

Overcoming the disconnect…

A continuous cycle of goal setting, feedback and resetting should replace the irregular performance review processes.

Organisations who work with and inspire employees to find their own motivation will be successful. “Start with Why”.

Again, there is a disconnect between what science knows and what business does…

...of technologies which create an additional force for interruption (e.g. surfing the web, checking our email, phone and social media). The majority of this task switching is actually self-interrupting. For example someone may begin a task and then decide to check eBay for something unrelated. Further working in an open plan office we face significant interruptions up to four times an hour. In these instances it can take 10 minutes or more to get back into the ‘zone’. Both the type of interruptions and the complexity will impact how performance will be disrupted (see Pattison, K., 2008 and Thompson, C., 16 October 2005).

As distractions continue to grow in the workplace; Is our SDA overpowering our GDA? And if so, what is the impact on productivity across the collective brain of the organisation?

The organisations which can support their employees to constantly focus on their objectives and outcomes will be successful in the future. Most performance methods miss the mark and leave organisations fumbling around in the dark.

It has never been so crucial for an organisation to have employees focus on their goals and take responsibility for getting themselves to the finish line. To focus on their outcomes, and to be accountable for achieving what they said they would achieve.

For that to happen, they need a way to break through the distractions and have their goals and objectives constantly in their awareness.

Wasted time at work – the productivity killer:

Time is money! Every hour an employee wastes at work has a direct impact on the bottom line.

Indonesia’s productivity and competitiveness is lagging behind neighbouring country, with value added per worker less than Philippines, Malaysia, China and Thailand.

The McKinsey Global Institute - The Archipelago Economy: Unleashing Indonesia’s Potential came to the fundamental conclusion that:

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“...the biggest surprise about Indonesia’s economy is that the main driver of its recent growth has not been its large labour pool, but improving labour productivity.

In spite of its strong economic performance over the past decade, Indonesia still faces significant challenges. In response, the analysis suggests that Indonesia will need to consider how best to boost productivity growth, address inequality and manage soaring demand from its expanding consuming class”.

Further, The Annual Wasting Time at Work Survey conducted by Salary.com (2014) found that 89% of the people surveyed said they waste time at work every single day. This was up from 69% in 2013.

It is difficult to quantify the exact amount of time that is lost each year as the figures vary but it cannot be refuted that a proportion of time spent at work is used inefficiently! This occurs intentionally through brain-wondering and inattention to the task at hand.

It can also occur unintentionally through poor work processes and a failure to properly prioritise and organise work as well as a lack of clarity around top

The table below highlights the benefit of ‘reclaiming’ just 5% of an employee’s day over a year.…

priorities and goals which has also been identified

as a culprit.

It should be recognised that some down time

is positive. It can lead to a positive outcome

giving employees the opportunity to pause from

their responsibilities and refresh with a resulting

productivity rebound effect. We feel that this type of

down time is positive and will yield advantages for

both the employee and the organisation. However,

some distractions and lack of focus have no positive

outcome for either the employee or the organisation.

This is the time that an organisation should focus on

reclaiming.

Thankfully the opportunity exists to reclaim this

‘lost time’ through a culture of productivity and

recognising greatness. This is more Brain-friendly than

banning certain activities (which will only alienate

employees); an approach which builds engagement

through goal alignment.

Reclaiming 5% 10 Staff 20 Staff 50 Staff100 Staff

150 Staff

200 Staff

250 Staff

500 Staff

Working hours per year reclaimed

960 1920 4,800 9,600 14,400 19,200 24,000 48,000

Salary costs per year reclaimed

$40k $80k $200k $400k $600k $800k $1M $2M

3.1 What is a solution?By keeping goals, objectives and outcomes constantly in a person’s awareness, it significantly increases the attention these are given. It also helps to reclaim the lost time that is constantly creeping into organisational life.

High performers can be easily identified and low performers have nowhere to hide

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ConclusionThe journey starts now:

We have unprecedented access to information; however part of the struggle that organisations and their leaders have is to filter the information that matters from the information that doesn’t.

Smart Leaders are recognising that by continuously harnessing the power of their organisations’ collective brain, they can identify trends, opportunities and threats early, power a culture of innovation and remain agile. These are vitally

important in the battle for future success.

To support this process, smart Leaders are also aligning the collective brain through two-way communication channels. This results in an aligned employee community, clear about goals and objectives and aware of the desired destination. There is no longer room for wasted energy or resources and the collective brain must operate efficiently to succeed.

Rather than using long employee surveys, utilising short, sharp and regular ‘check-ins’ is a great alternative. Measuring only what is important helps to focus the organisation, rather than creating paralysing data which is difficult to action. Clever organisations are then using this ‘compass’ to drive better ‘deep-dive’ conversations, which are more likely to get to the bottom of an issue, or properly unveil an opportunity.

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About Employee LifeSimple. Effective. Manageable.

To further improve the prospects of employees aligning behind organisational objectives, intelligent leaders are seeing the benefits of creating an online community of employees which can collaborate, communicate and share ideas. By creating a private internal social network, organisations can ensure everyone in the organisation is always up to date, regardless of their physical location.

To avoid distraction and maintain focus, employees must be reminded of their goals but in a way that is Brain Friendly and motivational. If it is delivered in a way that does not meet these criteria it may alienate employees thus impacting morale and productivity. However, goal setting is an important process and if it is implemented well, it is highly effective. There is a strong correlation between a successful

organisation and an effective goal setting process.

In an age where organisations will continue to focus on productivity, attempt to get more from the same or the same from less, simple and cost-effective is appealing. Simply by focusing on what is important, an organisation can recapture upwards of 5% of work time, redirecting towards activities that matter.

Employee Life is a simple cloud-based platform developed specifically to help employers, managers and employees stay on track to achieve their goals and improve day-to-day performance. There are four key things that Employee Life does to support improved business performance:

• Track the performance of metrics and change management initiatives to identify trends, opportunities and risks early

• Support the embedding of new processes and learning through regular reBrainers and checklists

• Help employees to focus on their objectives and key results, monitor their own progress and share their successes

• Power a culture of collaboration, communication and innovation amongst teams and groups. An aligned employee community

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Notes

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References

Buerkner., H.P., (2014), Proposal - Skills for the New Wave of Globalization, available: http://www.global-economic-symposium.org/knowledgebase/the-global-economy/skills-for-the-new-wave-of-globalization/proposals/skills-for-the-new-wave-of-globalization

Damiano, S & Dumas, M (2014), Leadership is Upside Down: The i4 Neuroleader Revolution, Twin Miracles Editorial and Pandora Varley.

Dr. Adam Gazzaley, (August 20th 2013), The Distracted BrainWith Dr. Adam Gazzaley - Summary Of Key Ideas, StarOverSky Counseling & Psychotherapy, weblog

Available: http://staroversky.com/blog/the-distracted-Brain-dr-adam-gazzaley

Gouveia., A., (2014), 2014 Wasting Time at Work Survey – Workers are Wasting More Time Than Ever, available: http://www.salary.com/2014-wasting-time-at-work/

Kjerulf, A., (March 2014)., Top 10 Reasons Why Job Satisfaction Surveys Are a Waste of Time, weblog, Available: http://positivesharing.com/2014/03/top-10-reasons-job-satisfaction-surveys-are-a-waste-of-time/

EY Australian Productivity Pulse (May 2013)., Available: http://www.ey.com/AU/en/Services/Advisory/Pulse_May2013_Reaching-our-305-billion-productivity-potential

John. C., cited by Reynolds, G., (September 04, 2010), Presentation: A few minutes with John Cleese on Creativity. Presentation Zen.

Available: http://www.presentationzen.com/presentationzen/2010/09/presentation-a-few-minutes-with-john-cleese-on-creativity.html

(27 June, 2014)., Swinburne research links non-work presenteeism with boredom and procrastination.

Available: http://www.swinburne.edu.au/media-centre/news/2014/06/swinburne-research-links-non-work-presenteeism-with-boredom-and-procrastination.html

Pattison, K., (July 2008)., Worker, Interrupted: The Cost of Task Switching., Fast Company. Weblog: Available: http://www.fastcompany.com/944128/worker-interrupted-cost-task-switching.

Powell, R., (August 9th 2013), Online work officially out of beta: new statistics reveal what Australians are outsourcing, StartupSmart, weblog

Available: res-reveal-australian-enterprises-increasing-outsourcing-online/2013080810430.html

Ray, L., (2012)., Attention Matters: Taming Distraction by Developing Attentional Intelligence. Brainwaves For Leaders weblog. Available: https://neurocapability.wordpress.com/2012/10/26/attention-matters-taming-distraction-by-developing-attentional-intelligence/

Rock, D., Cox, C., (October 2012 )., SCARF in 2012: Updating the social neuroscience of collaborating with others. Neuroleadership Journal, No.4.

Rosen, L., (April 9, 2012)., How technology influences family life, education, the workplace, and every waking moment of our lives, Psychology Today: Rewired the Psychology of Technology, Available: http://www.psychologytoday.com/blog/rewired-the-psychology-technology.

Sousa, David A., Brainwork: The Neuroscience behind how we lead others, 2012.

Thompson, C., October 16, 2005., Meet the Life Hackers, New York Times. Available: http://www.nytimes.com/2005/10/16/magazine/16guru.html?pagewanted=all&_r=0

González, V.M and Mark, G., Constant, constant, multi-tasking craziness”: managing multiple working spheres, CHI ‘04 Proceedings of the SIGCHI Conference on Human Factors in Computing Systems., Pages 113-120 , ACM New York, NY, USA ©2004.

Woods G., (available online: 2 August, 2007), Research paper No. 3., 2007-2008, The statistical evidence for offshore outsourcing and its impact on the Australian labour force: Available: http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/pubs/rp/RP0708/08rp03

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