Electronic Information Systems and Human Service Organizations: The Unanticipated Consequences of Organizational Change

2015 ◽  
Vol 39 (2) ◽  
pp. 89-100 ◽  
Author(s):  
Philip Gillingham
Keyword(s):  
Organizational Change ◽  
Information Systems ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Electronic Information ◽  
Unanticipated Consequences

Electronic information systems in human service organizations: Using theory to inform future design

2016 ◽  
Vol 60 (1) ◽  
pp. 100-110 ◽  
Author(s):  
Philip Gillingham
Keyword(s):  
Information Systems ◽  
Systems Theory ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Future Research ◽  
Cognitive Systems ◽  
Electronic Information ◽  
Joint Cognitive Systems ◽  
Future Design

The problems with current forms of electronic information systems (IS) implemented in human service organizations have been well documented and attention is now focussed on how they might be redesigned for the future. The aim in this article is to demonstrate how previous research and theory can provide useful insights into these problems, which, in turn, can provide guidance for future research-based approaches to redesign. Ideas from ‘cognitive systems theory’ (CSE) and more specifically ‘joint cognitive systems’ (JCS) are explored in relation to the main problems that have been identified with current forms of IS.

Results-oriented versus Process-oriented Human Service Organizations

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Organizational Change ◽  
Mental Models ◽  
Goal Setting ◽  
Human Service ◽  
Human Service Organizations ◽  
Well Being ◽  
Service Organizations ◽  
Implicit Beliefs ◽  
Case Examples ◽  
Process Oriented

This chapter explains the ARC principle of being results oriented versus process oriented. The results-oriented principle requires that human service organizations evaluate performance based on how much the well-being of clients improves. The principle addresses deficits in service caused by the conflicting priority of evaluating performance with process criteria such as the number of clients served, billable service hours, or the extent to which bureaucratic procedures such as the completion of paperwork are followed. Results-oriented organizations are described in detail, including case examples from decades of organizational change efforts by the authors in human service organizations. The chapter documents the importance of results-oriented approaches and underlying implicit beliefs to help the reader understand how mindsets and mental models shared among organizational members influence results-oriented approaches and effectiveness in practice. Supporting research, including feedback and goal-setting research are highlighted.

scholarly journals Electronic information systems and social work: principles of participatory design for social workers

2015 ◽  
Vol 16 (1) ◽  
pp. 31-42 ◽  
Author(s):  
Philip Gillingham
Keyword(s):  
Social Work ◽  
Information Systems ◽  
Social Workers ◽  
Future Development ◽  
Human Service ◽  
Participatory Design ◽  
Work Practice ◽  
Social Work Practice ◽  
Service Organizations ◽  
Electronic Information

The introduction of electronic information systems (IS) to human service organizations has been heavily critiqued, most notably for the ways that they may undermine frontline social work practice. Socio-technical design has been proposed as one means to redesign IS and a key element of this approach is the involvement of practitioners in the design process. Social workers, though, may be ill-prepared to engage in such processes. Reflecting on the findings of a program of research which aims to contribute to future designs of IS that support frontline practice, the aim in this article is to provide some guidance for social workers that will assist them to be active and effective participants in the future development of IS.

Improvement Methods for Human Service Organizations

2021 ◽  
pp. 275-291
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Research Network ◽  
Evidence Based ◽  
Evidence Based Practices ◽  
National Implementation ◽  
Fund Development ◽  
Practice Implementation

A number of methods for improving organizational operations are becoming more common in human service organizations. Capacity building typically addresses enhancing management systems capacity in areas such as strategic planning, information systems, and fund development. Benchmarking and best practices are tools that can be used at the level of the entire organization or for specific service delivery practices to search for models that can be adapted to one’s own organization. Implementing evidence-based practices, known broadly as implementation science, is a very common organizational change challenge for human service organizations these days. Formal evidence-based practice implementation methods for human service organizations include the exploration, adoption/preparation, implementation, and sustainment model and the work of the National Implementation Research Network. Organizational learning and learning organization principles are become increasingly better known in human service organizations and actually represent an arena of organizational change that can help organizations develop ongoing methods for continuous improvement.

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