ItsMeSee -Change Leader Interview Report€¦ · Web view2016. Kriti Gautam. Student Number -...

Kriti Gautam 7012EHR Assessment 1

Kriti Gautam

Student Number - 5034087

5/2/2016

2016ItsMeSee -Change Leader Interview Report


Table of ContentsIntroduction & Context of the Change 1

Study of The Change and The Change Leader’s Role 6

Analysis and Assessment of the Change Leader’s Effectiveness 10

The Takeaways 14

The Conclusion 14

References 15

Appendices 18

INTRODUCTION & CONTEXT OF THE CHANGEEntrepreneurial organizations are all about profitability, growth and innovative strategic

practices, and the entrepreneur sets up that organization, displays innovative behaviours and

employs strategic management practices (Hoy, 1984). Such organizations, or start-ups, are

generally resource-poor and that affects their human resource practices, which are usually ad

hoc and informal (Cardon & Stevens, 2004; Marlow 2006). So, the entrepreneur usually

carries out the HR function himself until the organization has grown to a certain size

(Marlow, 2006). In the very early days of the star-up, also called as the start-up phase, the

entrepreneur recruits the core team members from her/his social networks whilst during the

growth phase of the start-up, the entrepreneur recruits the core team members from her/his

professional networks (Leung et. al., 2006). Start-ups are in a state of change, continually,

until they have achieved some of their goals. These multitude of changes make these

organizations what they are, and the entrepreneur is the one who leads the organization by

undertaking various job roles.

In this case study of change (see fig. 1), we shall follow and analyse a major change in an

entrepreneurial organization (ItsMeSee INC). The change is the hiring of the company CEO.

The investors of ItsMeSee introduced the founders to an advisor, who after three months of

working with them, became the CEO. He is a well-established professional and a key figure

in the global fashion industry, with vast professional networks in the USA and Norway, and

with a base in the USA. Upon the appointment of the CEO, the head office was relocated to

Austin, Texas(USA). A serial of change events unleashed since the appointment of the new

CEO, and we shall throw a light on those later. The change has been initiated, led and

implemented by the founder (entrepreneur) of ItsMeSee, Mr. Alf – Bjørnar Dagsvold. He is

also the chief Production officer. The core team is composed of Mr. and Mrs. Dagsvold, the

CEO and the technology head. ItsMeSee is a Norwegian fashion technology project, wherein

a software is under development, that would help online fashion retailers. ItsMeSee has been

outsourcing the technology development to various software development companies in the

USA, India and elsewhere.

The structure of the report is as follows: we first study the interview, which is followed by

analysis, then, results and the concluding discussion.

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Figure 1 Change Steps in ItsMeSee

Start-up Needs More Investors

3 Core Team Members (2 Founders, 1 Advisor), and the

Investors

The Vision: relocate the project to USA

Consensus between the founders, the investors, and new CEO

Narrowed job roles of both the founders

More Investors and B2B Clients

Hiring a New Technology Head

Progressing as a flat multicultural company

Study of The Change and the Change Leader’s RoleA written interview was taken via open-ended questions and that was followed up by a string

of e-mails to gain further insights into the responses. Since the researcher was aware of the

developments in ItsMeSee, and the respondent preferred an e-mail based interview, an open-

ended interview seemed the best fit method to collect primary data. The secondary data was

collected through the official blog of the company, its website and through personal

observation(s) as the founder and the researcher have the same professional network. The

respondent is Mrs. Ivelina Dagsvold.

Mr. and Mrs. Dagsvold have also been keenly involved with various e-magazines, blogs and

other media to release information regarding the project’s development and call more B2B

clients and investors. When they hired the new CEO, that information was shared to all

stakeholders of the organization through the media.

For the report, the founder of ItsMeSee – Mr Dagsvold, as our change leader. Kotter’s eight

steps for creating a major change is one of the widely used methods in change management

and organisational transformation. The change that we are about to study has been a major

change in the organisation resulting in its complete transformation. A method used for change

management has to be aligned with the organizational change type. Other methods such as

the Luecke method seemed less applicable as it addresses different reactions of employees

and the organization under study is micro organization (Al-Haddad & Kotnour, 2015).

Moreover, Kotter’s model places a big emphasis on leadership and views the change to be as

‘top-led’. As the change in our case study is a 2nd degree, and not a large scale change.

Therefore, we are able to utilize the model without worrying about parallel small groups of

stakeholders and the unintended consequences of a change led from the top.

We believed that studying the change process in details was crucial to analyse, to comment

and to bring forth the effectiveness of the change leader. Moreover, studying the change

helped support our arguments of the effectiveness of the change leader. We study the change

through a case study approach with the assistance of interview and personal observations.

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Step 1: Creating the Sense of Urgency

The CEO was hired by the entrepreneur and the core team of ItsMeSee created the sense of

urgency and the change emerged.

It happened by accident. We didn`t plan to hire CEO. We were introduced

to the CEO of a Norwegian investor. He was advisor first for 3 months.

The new CEO has helped to set-up ItsMeSee in Austin, Texas. Soon, the founders of

ItsMeSee are moving to the US, as well. The sense of urgency developed when the

entrepreneur had been working with the advisor, realizing that there is a better future for the

organization. Once, this had been a realisation, the current situation of ItsMeSee seemed

perilous. The sense of urgency also developed because the organization was mindful.

The founder of ItsMeSee saw the need of hiring a CEO. The project was

mature for that. We had the need for a person with more experience and

contacts. The first killer of a start-up is the location. We were located in

Norway but Norway is not possible to find the right investors. So we had to

change the location of the company and we needed more contacts and

visibility as well as possibilities for finding investors. We needed a person

with the qualities we lack

Step 2: Creating a Guiding Coalition

When we hired a CEO we were only 2 co-founders working for the project.

So hiring a CEO was a welcome change. We decided – “Let`s go for it”.

The founders, the CEO, and the investors made a powerful, guiding coalition to orchestrate

the upcoming change and the subsequent chain of events for ItsMeSee. All of the members of

the coalition had credibility, and authority. A guiding coalition comprised of the senior

managers and people from outside the management, is the most effective as outsiders bring in

insights, expectations and ideas (Luecke & Johnson, 2005).

The founder of ItsMeSee Alf-B Dagsvold decided to hire the CEO so

personally for me it was a positive change with a lot of opportunities.

There was a clear and shared understanding of the fact that ItsMeSee needed better investors

and a bigger platform, amongst all primary stakeholders. Since, the CEO had been an advisor

for ItsMeSee before, a certain degree of trust and communications had been established

between the guiding coalition, and that made it powerful and unanimous.

Step 3: Developing a Compelling Vision

Being an entrepreneur you realize that you need to go more further, out of

your borders and limitation to make things work, to release the control.

This is part of the development of the project.

The vision of the change was to move the project (the software under development) further.

This also encompassed moving ItsMeSee further, as an organization. With the progression of

the organization, each member world make progression individually as well.

The founder and the core team of ItsMeSee clearly demonstrate the values, focus and

dedication required to turn things into a reality. They ‘walk the talk’. They are committed to

it whole-heartedly.

We have always been motivated with or without CEO.

Step 4: Communicate the Vision

The communication happened face-to-face meetings and one-to-one interactions.

Communication, with all stake holders, has also occurred through blog-posts and press

releases.

Step 5: Empower Others to Act on the Vision

Since a series of changes unleashed after the new CEO came on-board, further empowering

was necessary. A new technology head was hired and that reduced the job responsibilities

from both the founders. This also helped the organization become more formal and growth-

oriented to potential investors and B2B clients.

Step 6: Generating Short-term Wins

The short-term wins generated are summarized in Table 1.

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Table 1 Advance in ItsMeSee since the hiring of the new CEO

Advances In ItsMeSee Since The Hiring of The New CEO

1. Relocated ItsMeSee from Norway to Austin, TX as ItsMeSee INC.

2. Wilson Sonsini Goodrich & Rosati, P.C. as new Corporate and IP law firm.

3. Engaged with a very experienced game developer (Meta 3D Studio, Austin

TX) as advisor and developer.

4. Possible partnership with IBM for global back end, server and 3D cloud

based systems.

5. Added several very experienced advisors to the core team.

Step 7: Consolidation Gains and Creating More Change

ItsMeSee is a still start up and we are going to do some changes if we do

not think that we have the right partners. By the right partners I mean the

people who can bring a results.

The organization moves further as the technology develops further.

The CEO has moved the project further but he has a lot to learn.

The founder and the core team is focused on the long-term goal, not declared victory

prematurely, and is building further momentum for the growth of the technology and the

organisation, alike.

Step 8: Anchor New Approaches in the Company’s Culture

We are building up an organization. But you know we have always to be

flexible and not be stuck in things that do not work.

Being an entrepreneur is a very tough thing. You do not know the answers;

you have to find them. Otherwise there is no change or development.

Continuous development, continuous improvement are the agendas of the founders. The

organization will build a culture which will be a multinational non-hierarchical in nature. The

organization is at stage 2 in the figure below. So, many more radical changes have to be made

till stability is achieved. We can surely see some of these changes (see table 1) already

happening and leading the organization towards stability.

Figure 2 Evolution of Permanent Organization (Gareis, 2009). ItsMeSee in at the stage two of continuous development.

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The Analysis and Assessment of the Change Leader’s EffectivenessThe Roles of the Change Leader

The change was: hiring a new CEO for ItsMeSee. The founder hired its advisor after three

months of working together. So, the founder or the change agent also acted as a hiring

manager to bring about a change in his organization. He took the control of the hiring; he was

active before the change was brought on; he chose the new CEO himself; he remained

involved in further changes that followed since the new CEO was hired; most importantly, he

gave a meaning to the change, and the subsequent changes that have followed. This clearly

indicates that our change leader was a good hiring manager (Smid et. al., 2006). The entire

team of ItsMeSee was motivated and is more motivated since the project has moved further.

Everyone at ItsMeSee, has now narrowed and specific job responsibilities and that is a sign of

enabling further changes and obtaining compliance from all members.

The approach of the change leader has been through empowerment and participation, as

mentioned before. The advisor was empowered by becoming the CEO and he gave more

cooperation and brought many more changes to the company.

Maybe should use more time to get know the character and personality of

the CEO, of his/her mentality, background and cultural differences. We

should look for a CEO with entrepreneur background and with

understanding the technology and with more empathic qualities.

As an HRM manager, the leader is clearly attentive of people’s authenticity and its non-static

quality (Dooreward & Beschop, 2000). Empowering and increasing the participation of the

CEO is a way developing the authenticities of the CEO and the other founder (Mrs.

Dagsvold) further to influence their functions in the organization. As the organization is

building its capabilities from the ground, its inculcating the empathetic and strategic approach

to HRM. The core team is also mindful of the cross-cultural issues and considerations that

may come arise in the future. ItsMeSee will be an American-Norwegian company.

It is worth noticing that none of the changes has appeared to be imposed on the core team.

They all feel to be a part of all the changes.

Leadership

Change is more about change leadership than change management. The entrepreneur has

displayed some exceptional qualities of a leader, who brings growth, motivation, empathy,

energy, etc. The entrepreneur is transforming the organization and bringing more catalysts

(the CEO) for that. The entrepreneur has showed competencies of a project manager, a

change manager and a hiring manager as well. He is motivating the CEO, Mrs. Dagsvold, the

new head of technology and the various stakeholders but inspiring trust and promise. There is

an increased amount of commitment, empowerment and participation between the core team

and all stakeholders. The leader is bringing everybody together through shared values, beliefs

and developing these as the organization develops.

The Three-Month Advisory Period

The three-month period: when the new CEO was the advisor for ItsMeSee, has proved to be a

crucial factor for the success of the change. This time-period allowed relentless interactions,

communications between the founders and the CEO – an indicator of successful change

(Will, 2015). It gave them enough time to adapt their performance, and understand the

expectations and the vision for change. This period of time helped the CEO and the founders

to align their individual interests with the goals of the start-up (Will, 2015). This also allowed

the training and education of the core team, changing their behaviours and political diffusion

(core team development). These are certain crucial change management competencies

displayed by our change leader (Crawford, 2010). By including the participation of the new

CEO and the other founder, the change was successfully brought on (Luo et. al., 2016).

Some other indications of the success of the change:

With the event of hiring a new CEO, ItsMeSee advanced further with many new

changes. This is a solid measure of the success of the change outcomes (ref).

The change, i.e., the hiring of the new CEO, has been achieved within the allocated

budget and time (ref).

This change has led ItsMeSee to be involved with more investors and B2B clients.

The customer (stakeholder: investors and B2B clients (fashion brands)) satisfaction

has been achieved through the change (Keegan et. al., 2014). The core team of

ItsMeSee appears to be satisfied with the outcomes of the changes (Keegan et. al.,

2014).

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The core team is also increasingly committed, motivated, dedicated, and is realistic

about the progress of ItsMeSee (Luo et. al., 2016).

Readiness for change and implementation of change have clearly been accomplished

and this is a solid reason for the success of a change initiative (Tanner et. al, 2007).

Strong leadership, ownership, tight alignment of core team with organisation’s goal,

embedding change in the company’s culture (Vora, 2013; Blackburn, 2014).

The entrepreneur is also building leadership through the CEO and himself, which

shall lead to a sustainable change (Vora, 2013).

Scoring

The scores for change assessment tool (Luecke & Johnson, 2005) and the managing change

scorecard are given in box 1, and box 2, respectively.

Box 1 Scoring on change assessment tool (Luecke & Johnson,

2005)

We score the change on the scale of 1-5 (“1” indicates “strongly disagree”;”5” indicates

“strongly agree”) on the eight steps of changes:

1. Establishing a sense of urgency - 5

2. Has a powerful guiding coalition to lead major change efforts - 5

3. Has a compelling vision - 5

4. Communicates its vision effectively - 4

5. Empowers people to act on the vision - 5

6. Plans for, creates, and rewards short-term wins for each change initiative - 4

7. Consolidates gains to produce additional change - 5

8. Embeds new behaviours, attitudes, and values in the company’s culture – 4

Box 2 Scoring on the Managing

Scorecard

1. Communication Process. Overall Score: Very Good.

2. Communication Content. Overall Score: Very Good.

3. Involvement. Overall Score: Very Good.

4. Leadership: The founders provided with training, expectations over the three-month

period when the CEO was their advisor. This three-month period enabled complete

communication, support. The CEO was the facilitator for further changes in to

organizations such as relocation to the USA, and so on. At one point of the interview, the

respondent said that: “the CEO has moved the project further but he has a lot to learn”.

Therefore, it can be easily said that the leaders are not complacent. Overall Score: Very

Good.

ASSESSMENT RESULTS

We can confidently say that the change leader in our study has been an effective leader in

introducing, setting, implementing the change in his organization. Obviously, the micro size

of the organization has played a role in this as unlike the larger organizations, here there are

lesser number of complexities. Even so, such an organization can only survive in the

changing environment (the global fashion industry), when the speed of change and learning

will meet the dynamics of the environment (Gareis, 2010). The change has a strategic

dimension – it has to move the organization to where it is seen to be (goals). There is a clear

portrayal of a high quality leadership by our entrepreneur. The change that has occurred in

the organization, and the series of changes following that – have all added considerable value

to the organization. It also appears that the change was approach with the concept of

mindfulness because there was an increasing sense of urgency, no resistance to change and a

positive attitude to change. Moreover, the organization appears to be aware of the dynamics

of its environment and therefore, ready for change, and more change. The core team is also

credible at developing a mindful organization.

The founder of ItsMeSee Alf-B Dagsvold decided to hire the CEO so

personally for me it was a positive change with a lot of opportunities.

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The TakeawaysIt all – the change – comes down to leadership, which here is displayed by the entrepreneur. The

leader, leads everyone, everything. Leadership has so much to render – grow organisations, lead

organizational changes, lead countries. Strong leadership, empathetic leadership will bring profound

developments and progress. Leadership is so important for small organizations, and even more so for

larger entities be those MNCs or nations.

We studied the organizational change in a very small organisation- very small system. Had the system

been bigger, more complexities would have risen. There would be many unintended consequences

and many more ‘actors’ in the change. The bigger organization will have more employees, and more

internal stakeholders. But, with a larger organization, more resources will be available, and that

means, more tools to implement change, to sustain change will be available. So, ultimately, it’s the

management’s responsibility to bring about that change effectively. The leaders – the managers of the

change – have to be skilled, equipped to bring about a successful change. To make a change

successful, the change could be executed as a project with proper planning and resource allocation.

For our future, participation, empowerment, empathy are the key takeaways as they enhance team-

work. As students, we shall be working in groups for various projects and these two key takeaways

can be extremely helpful. These will also be helpful whenever we work in teams, in our future, when

we work in organisations. Mindfulness, as shown by the leader and the organization, is another

keepsake as this will enhance our overall performance, as students and as professionals.

ConclusionChanges have to be made to the organizations, irrespective of the size or the growth stage of

the organization. Gareis’ model for change in SMEs is an appropriate way to depict the

degrees of change required (Gareis, 2010). For a growth-oriented start-up, radical changes are

required and often required till it has achieved a certain degree of growth. As the organization

gets bigger, the scale of change increases- change now applies to a much broader scale,

across departments, across teams and so on. In such a scenario, the complexities of change

will increase, and more systems thinking approach will have to be applied. Also, constant

watch on various activities of the firm has to be maintained. This is to say, that with bigger

stable firms, the changes will primarily be deeply internal (for instance, a change in the IT

department) and have to be found by constant assessments and feedbacks.

ReferencesGareis, R. (2010). Changes of organizations by projects. International Journal of Project Management, 28(4), 314-327.

Crawford, L., & Nahmias, A. H. (2010). Competencies for managing change. International journal of project management, 28(4), 405-412.

Smid, G., Van Hout, E., & Burger, Y. (2006). Leadership in organisational change: Rules for successful hiring in interim management. Journal of Change Management, 6(1), 35-51.

Luo, W., Song, L. J., Gebert, D. R., Zhang, K., & Feng, Y. (2016). How does leader communication style promote employees’ commitment at times of change?. Journal of Organizational Change Management, 29(2), 242-262.

Pollack, J., & Pollack, R. (2015). Using Kotter’s Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice. Systemic Practice and Action Research, 28(1), 51-66.

K. Vora, M. (2013). Business excellence through sustainable change management. The TQM Journal, 25(6), 625-640.

Carter, E. (2008). Successful change requires more than change management. The Journal for Quality and participation, 31(1), 20.

Heilbrunn, S. (2005). The impact of organizational change on entrepreneurship in community settings. Journal of Small Business and Enterprise Development, 12(3), 422-436.

Will, M. G. (2015). Successful organizational change through win-win: How change managers can create mutual benefits. Journal of Accounting & Organizational Change, 11(2), 193-214.

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262.

Jacobs, G., Keegan, A., Christe-Zeyse, J., Seeberg, I., & Runde, B. (2006). The fatal smirk: Insider accounts of organizational change processes in a police organization. Journal of Organizational Change Management, 19(2), 173-191.

Oakland, J. S., & Tanner, S. (2007). Successful change management. Total Quality Management and Business Excellence, 18(1-2), 1-19.

Leung, Aegean, et al. "The use of networks in human resource acquisition for entrepreneurial firms: Multiple “fit” considerations." Journal of Business Venturing, 21(5), (2006): 664-686.

Marlow, Susan. "Human resource management in smaller firms: A contradiction in terms?." Human Resource Management Review, 16(4), (2006): 467-477.

Cardon, Melissa S., and Christopher E. Stevens. "Managing human resources in small organizations: What do we know?." Human resource management review, 14(3), (2004): 295-323.

Carland, J. W., Hoy, F., Boulton, W. R., & Carland, J. A. C. (1984). Differentiating entrepreneurs from small business owners: A conceptualization. Academy of management review, 9(2), 354-359.

Schumpeter, J. A. (1934). The theory of economic development: An inquiry into profits, capital, credit, interest, and the business cycle (Vol. 55). Transaction publishers.

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Johnson, L. K., & Luecke, R. (2005). The essentials of managing change and transition. Harvard Business School Publishing Corporation and the Society for Human Resource Management.

Gareis, R. (2009). Change Management in SMEs. In KMU Symposium, Vienna.

Blackburn, G. (2014). Elements of successful change: The service Tasmania experience to public sector reform. Australian Journal of Public Administration, 73(1), 103-114.

Doorewaard, H., & Benschop, Y. (2003). HRM and organizational change: an emotional endeavor. Journal of organizational change management, 16(3), 272-286.

Questions for Organizational Change InterviewInterview 1

1. Could you please describe the structure and management of ItsMeSee (how many permanent employees and their roles and responsibilities, contract employees, head office, regional offices, age of the organization etc. 2-3 paragraphs would be sufficient).

2. Kindly describe a recent change (Hiring of new CEO) that may have occurred in your organisation: ItsMeSee

3. What were the reasons for hiring a new CEO?

4. How did you realize that ItsMeSee needed the new CEO?

5. Has the performance of ItsMeSee changed with the new CEO?

6. What was your vision for this change? How did you communicate that vision throughout the entire organization?

7. How did you bring everyone at ItsMeSee to get on board with the change? How about the other stakeholders, how did you get them to come on board for the change?

8. What tools or processes did you use to implement the change?

9. How did the people of organization react to the change?

10. What were the results of the change?

Interview 2

1. Is your CEO based in America? Is he American?

2. Its a great accomplishment on your part that you were able to hire the right leader. Could you please tell us how long did it take for you to find your CEO? How many candidates did you consider? Did anyone referred the CEO?

3. Was Mr. Feldman hired after ItsMeSee found its CEO and moved to America? Did the CEO have a role in this hiring?

4. It is apparent that your CEO has motivated you and ItsMeSee. Could you please say a bit more about the impact of your new CEO on your work and Mr. Dagsvold's work?

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7012EHR Organisational Change

CONSENT FORMRESEARCH TEAMPrimary Course Convenor

Dr Ellie Meissner

Department of Employment Relations & Human Resources

Griffith Business School

Griffith University, Nathan Campus

Phone: (07) 373 54708

Email: [email protected]

Student Investigator

KRITI GAUTAM


7012EHR: Organisational Change

+61 481 729 247

[email protected]

By signing below, I confirm that I have read and understood the information package and in particular have noted that:

I understand that my involvement in this research will include an interview

I have had any questions answered to my satisfaction;

I understand the risks involved;

I understand that there will be no direct benefit to me from my participation in this research;

I understand that my participation in this research is voluntary;

I understand that if I have any additional questions I can contact the research person;

I understand that I am free to withdraw at any time, without comment or penalty;

I understand that I can contact the Manager, Research Ethics, at Griffith University Human Research Ethics Committee on 3735 5585 (or [email protected]) if I have any concerns about the ethical conduct of the project; and

I agree to participate in the project.

mailto:[email protected]



NameIvelina Dagsvold

Signature

Date 12.04.2016

Would you like to receive a summary of the results at the end of the study?

Yes X No

If yes, please provide your email address: [email protected]


INFORMATION SHEET

Primary Course Convenor

Dr Ellie Meissner


Griffith Business School

Griffith University, Nathan Campus

Phone: (07) 373 54708

Email: [email protected]

Student Investigator

KRITI GAUTAM



+61 481 729 247

[email protected]

Why is the research being conducted?We are currently undertaking a course in Organisational Change at Griffith University Business

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School. As part of the course we are required to investigate an organisational change process in an organisation of our choice. This will provide us with an opportunity to apply the knowledge and skills from the course and conduct a case study of an organisation.

What you will be asked to doWe would like to conduct an interview with you to find out more about your organisation and a change that the organisation has gone through (is currently involved in). The interview will take approximately 45 minutes of your time. The interviewer would like to make an audio recording of your session to ensure accurate data collection if you agree to this. The expected benefits of the researchThis project will provide a learning opportunity for the students involved. It will allow us to apply the knowledge and skills from our course in a real life situation. In conducting an interview we aim to further develop our understanding of organisational change processes.

Risks to youThe risks of this research have been assessed and are not above those associated with everyday living.

Your confidentialityYour confidentiality is important to the researchers. You will be addressed only by your first name during the interview so that your full name will not appear on the audio recording. Following transcription, all recordings will be erased. The transcription of your interview will be kept for analysis purposes and will be stored securely at Griffith University. Any identifying information will be removed from the transcripts.

Your participation is voluntaryParticipation in this study is voluntary and there will be no repercussions for choosing to participate or not in the study. You are free to withdraw from the study at any time by contacting the researchers using the details provided on this information sheet.

Questions / further informationIf you have any questions or would like further information, please don’t hesitate to contact the researchers who are named above.

The ethical conduct of this researchThe information sheet should indicate that Griffith University conducts research in accordance with the National Statement on Ethical Conduct in Human Research. If potential participants have any concerns or complaints about the ethical conduct of the research project they should contact the Manager, Research Ethics on 3735 5585 or [email protected].

Feedback to youIf you wish to receive feedback on the outcomes of this study, please check the box on the accompanying consent form and provide an email address. A summary of the overall results will be emailed to you on completion of the study.

Privacy Statement


The conduct of this research involves the collection, access and/or use of your identified personal information. The information collected is confidential and will not be disclosed to third parties without your consent, except to meet government, legal or other regulatory authority requirements. A de-identified copy of this data may be used for other research purposes. However, your anonymity will at all times be safeguarded. For further information consult the University’s Privacy Plan at www.gu.edu.au/ua/aa/vc/pp or telephone (07) 3735 5585.

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