scholarly journals Barriers and Facilitators to Housing With Services: Lessons From The Right Care, Right Place, Right Time Program

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 32-32
Author(s):  
Edward Miller ◽  
Elizabeth Simpson ◽  
Pamela Nadash ◽  
Natalie Shellito ◽  
Taylor Jansen ◽  
...  
Keyword(s):  
Information Exchange ◽  
First Responders ◽  
Barriers And Facilitators ◽  
Organizational Level ◽  
Insurance Companies ◽  
Management Support ◽  
Structured Interviews ◽  
Existing Building ◽  
Team Members ◽  
The Right

Abstract The Right Care, Right Place, Right Time initiative (R3) was developed to enable seniors to remain at home as long as possible, while reducing health care costs. It was implemented in four senior housing communities in the Greater Boston area, and consists of two on-site wellness teams (wellness nurse, wellness coordinator), each responsible for about 200 participants across two housing sites. This study aimed to understand barriers and facilitators to implementing R3. Data derived from 31 semi-structured interviews with R3 staff, housing personnel, and community partners (e.g., first responders), as well as 150 key program documents. Facilitating factors in implementing R3 included: top-level management support; formal and informal mechanisms of communication between wellness team members and building staff; substantial discretion, flexibility, and creativity provided to wellness team members; and daily ambulance reports from first responders. Barriers to implementing R3 included: impediments to resident recruitment/engagement; initial role confusion between wellness team members and existing building staff; limited wellness team time at individual intervention sites; challenges establishing systematic relationships with case management staff from the hospitals, AAAs, and insurance companies; and the decentralized approach to data tracking and information exchange. This study suggests several lessons for implementing housing with services initiatives such as R3. Top-level support and buy-in at the organizational level is essential to program development and implementation. Despite early challenges, key program elements can improve over time (communication, data processes, role clarity). Establishing trust with both R3 participants and housing staff is key to building relationships that promote program success.

scholarly journals R3 PROGRAM MANAGEMENT AND WELLNESS TEAM VIEWS ON BARRIERS AND FACILITATORS TO IMPLEMENTING THE R3 PROGRAM

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S776-S776
Author(s):  
Natalie Shellito ◽  
Pamela Nadash ◽  
Edward Miller ◽  
Elizabeth Simpson ◽  
Marc Cohen
Keyword(s):  
Information Exchange ◽  
Program Management ◽  
Barriers And Facilitators ◽  
Insurance Companies ◽  
Management Support ◽  
Structured Interviews ◽  
Team Members ◽  
Senior Housing ◽  
Beneficial Effects ◽  
Phone Calls

Abstract Implementing programs such as R3, which adds health-focused supportive services into senior housing sites, can be complicated. This study aimed to understand program management and wellness team views on barriers and facilitators to implementation. Semi-structured interviews were conducted with managers, social workers, and wellness nurses who implemented the R3 program. Facilitating factors included monthly phone calls between wellness team members and program participants, which strengthened relationships and provided valuable information; top-level management support, which was critical in building community partnerships; and daily ambulance reports from local emergency responders, which provided actionable information about participants. Barriers included the need for more wellness team time at individual intervention sites, challenges connecting R3 staff with participants’ hospitals and insurance companies, and refining the technological approach used to facilitate work flow and information exchange. Although obstacles were encountered during implementation, the findings provide support for the beneficial effects of enhanced services within senior housing.

Rapid benchmarking: the case of a multinational dairy company

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rubab Malik ◽  
Robin Mann ◽  
Rebecca Knapman
Keyword(s):  
Best Practices ◽  
Best Practice ◽  
Success Factors ◽  
Structured Interviews ◽  
Rapid Improvement ◽  
Content Type ◽  
Team Members ◽  
Internal Benchmarking ◽  
The Right

PurposeThe purpose of the study is to investigate and document a new approach to best practice benchmarking called rapid benchmarking. Rapid benchmarking is defined by the authors as an approach to dramatically shorten the typical length of time to conduct a successful best practice benchmarking project.Design/methodology/approachThe methodology involved a case study exploration of a multinational dairy company's best practice benchmarking approach using structured interviews and data collection to examine the speed and results achieved through its benchmarking approach and whether it was justified in naming it as rapid benchmarking. A comparison of the speed of the dairy company's approach was undertaken against 24 other organisations that had utilised the same benchmarking methodology (TRADE Best Practice Benchmarking). In addition, a literature review was undertaken to search for other cases of rapid benchmarking and compare rapid benchmarking with other rapid improvement approaches.FindingsThe findings revealed that the approach used by the dairy company was unique, with best practices being identified and action plans signed off for deployment within a five-day period (far quicker than the average time of 211 days reported by other organisations). Key success factors for rapid benchmarking were found to be allocating five dedicated days for the benchmarking team to spend on the project, identifying the right team members for the project, obtaining sponsorship support for the project and providing intensive facilitation support through a benchmarking facilitator.Research limitations/implicationsOnly one company was found to use a rapid benchmarking approach; therefore, the findings are from one case study. The depth of analysis presented was restricted due to commercial sensitivity.Practical implicationsThe rapid benchmarking approach is likely to be of great interest to practitioners, providing them with a new way of finding solutions and best practices to address challenges that need to be solved quickly or with minimal expense. For organisations that have been using benchmarking for many years, the research will enable them to re-evaluate their own benchmarking approach and consider if rapid benchmarking could be used for some projects, particularly for internal benchmarking where it is easier to apply.Originality/valueThis research is the first to identify and document a rapid benchmarking approach and the first to provide a detailed analysis of the length of time it takes to undertake best practice benchmarking projects (and each stage of a benchmarking project).

scholarly journals Assignment of project team members to projects

2019 ◽  
Vol 13 (6) ◽  
pp. 1381-1402
Author(s):  
Shankar Sankaran ◽  
Anne Live Vaagaasar ◽  
Michiel Christian Bekker
Keyword(s):  
Critical Realism ◽  
Project Managers ◽  
Project Team ◽  
Influence Strategies ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Team Members ◽  
Balanced Leadership ◽  
The Right

Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

scholarly journals The right to smoke and the right to smoke-free surroundings: international comparison of smoke-free psychiatric clinic implementation experiences

BJPsych Open ◽  
2021 ◽  
Vol 7 (3) ◽  
Author(s):  
Tove Freiburghaus ◽  
Rie Raffing ◽  
Montse Ballbè ◽  
Antoni Gual ◽  
Hanne Tönnesen
Keyword(s):  
Qualitative Methodology ◽  
Smoking Ban ◽  
Psychiatric Clinic ◽  
Successful Implementation ◽  
Management Support ◽  
Staff Education ◽  
Structured Interviews ◽  
Implementation Processes ◽  
Compulsory Care ◽  
The Right

Background In Scandinavia, people with a severe mental disorder have a reduced life expectancy of 15–20 years compared with the general public. Smoking is a major contributor, and smoke-free policies are increasingly adopted in psychiatric clinics around the world. We compared potential facilitators and barriers among staff and management, for the implementation of smoke-free psychiatric clinics. Aims To investigate the attitudes and experiences regarding smoke-free policies among managers and staff involved in the implementation processes of smoke-free psychiatric clinics at hospitals in Malmö (Sweden) and Barcelona (Spain). Method We used a qualitative methodology, with 15 semi-structured interviews. The interviews were conducted with each participant individually, and were subsequently transcribed. The data were analysed with systematic text condensation. Results There were notable differences in how the smoke-free policies were carried out and experienced, and attitudes regarding the policy changes differed in the two settings. Key differences were the views on the right to smoke in compulsory care and to stay in smoke-free surroundings supported by smoking cessation intervention; the prioritisation of staff facilitation of smoking breaks; and views on smoking and smoke-free psychiatry. In contrast, participants agreed on the importance of staff education and management support. A smoking ban by law and belonging to a network of smoke-free hospitals were also relevant. Conclusions Staff education, and support from staff and management for the patients’ right to stay in smoke-free surroundings, facilitated successful implementation of smoke-free policies in the psychiatric clinics, whereas supporting the right to smoke was a barrier.

A Paramedic Field Supervisor's Situational Awareness in Prehospital Emergency Care

2014 ◽  
Vol 29 (2) ◽  
pp. 151-159 ◽  
Author(s):  
Teija Norri-Sederholm ◽  
Rauno Kuusisto ◽  
Jouni Kurola ◽  
Kaija Saranto ◽  
Heikki Paakkonen
Keyword(s):  
Emergency Care ◽  
Information Exchange ◽  
Situational Awareness ◽  
Real Life ◽  
Prehospital Emergency Care ◽  
Structured Interviews ◽  
Publication Type ◽  
Prehospital Emergency ◽  
The Right ◽  
Field Supervisors

AbstractIntroductionSituational awareness (SA), or being aware of what is going on and what might happen next, is essential for the successful management of prehospital emergency care. However, far too little attention has been paid to the flow of information. Having the right information is important when formulating plans and actions.ProblemThe aim of this study was to analyze and describe the type of information that is meaningful for SA in the work of paramedic field supervisors, and to create an information profile for them in the context of prehospital emergency care.MethodsData were collected from January through March 2012 from semi-structured interviews with ten paramedic field supervisors representing four rescue departments in Finland. The interviews were based on three different types of real-life scenarios in the context of prehospital emergency care, and deductive content analysis was employed according to the information exchange meta-model. Data management and analysis were performed using Atlas.ti 7.ResultsA paramedic field supervisor information interest profile was formulated. The most important information categories were Events, Means, Action Patterns, and Decisions. The profile showed that paramedic field supervisors had four roles – situation follower, analyzer, planner and decision maker – and they acted in all four roles at the same time in the planning and execution phases.ConclusionParamedic field supervisors are multitasking persons, building SA by using the available data, combining it with extensive know-how from their working methods and competencies, and their tacit knowledge. The results can be used in developing work processes, training programs, and information systems.Norri-SederholmT,KuusistoR,KurolaJ,SarantoK,PaakkonenH.A paramedic field supervisor's situational awareness in prehospital emergency care.Prehosp Disaster Med.2014;29(2):1-9.

Perceptions of an online ‘train-the-champion’ approach to increase workplace movement

2018 ◽  
Vol 34 (6) ◽  
pp. 1179-1190 ◽  
Author(s):  
Ana D Goode ◽  
Nyssa T Hadgraft ◽  
Maike Neuhaus ◽  
Genevieve N Healy
Keyword(s):  
Organizational Climate ◽  
Safety Issue ◽  
Health And Safety ◽  
Sitting Time ◽  
Management Support ◽  
Perceived Fit ◽  
Structured Interviews ◽  
Team Members ◽  
Intervention Delivery ◽  
Team Culture

Abstract Prolonged sitting is now recognized as an emergent work health and safety issue. To address the need for a scalable sitting-reduction intervention for workplaces, the BeUpstanding™ Champion Toolkit was developed. This free, online toolkit uses a ‘train-the-champion’ approach, providing a step-by-step guide and resources to workplace champions to assist them in raising awareness and building a supportive culture to reduce sitting time in their team. This qualitative study explored champion and staff perceptions of the beta (test) version of the toolkit. Seven work teams, from a range of workplace sectors (blue-/white-collar), sizes (small/medium/large) and locations (urban/regional) participated; all team members were exposed to the program (n = 603). Approximately 4 months after program initiation, semi-structured interviews were conducted with all champions (n = 7); focus groups were conducted with a random sample of staff (n = 40). Champions were followed-up again at 12 months (n = 5). Transcripts were coded by two researchers, with codes organized into overarching themes. All champions found the ‘train-the-champion’ approach, and the toolkit acceptable. Common enablers for intervention delivery included: champion passion for staff health and wellbeing; perceived fit of the program within existing practice; and, management support. Champions and staff reported improvements in knowledge/awareness about sitting, cultural norms, perceived stress, productivity and resilience. Facilitators for sustained change over time included a stable organizational climate and ongoing management support; barriers included workload intensification. The beta version of the BeUpstanding™ Champion Toolkit was highly acceptable to workplace champions and staff, and was perceived to have benefits for team culture and staff knowledge and wellbeing.

scholarly journals EMPIRICAL STUDY ON SELECTION OF TEAM MEMBERS FOR SOFTWARE PROJECTS – DATA MINING APPROACH

2014 ◽  
pp. 131-136
Author(s):  
SANGITA GUPTA ◽  
SUMA. V.
Keyword(s):  
Project Success ◽  
Team Building ◽  
Project Managers ◽  
Software Project ◽  
Structured Interviews ◽  
Software Projects ◽  
Team Members ◽  
Business Objective ◽  
Analysis And Synthesis ◽  
The Right

One of the essential requisites of any software industry is the development of customer satisfied products. However, accomplishing the aforesaid business objective depends upon the depth of quality of product that is engineered in the organization. Thus, generation of high quality depends upon process, which is in turn depends upon the people. Existing scenario in IT industries demands a requirement for deploying the right personnel for achieving desirable quality in the product through the existing process. The goal of this paper is to identify the criteria which will be used in industrial practice to select members of a software project team, and to look for relationships between these criteria and project success. Using semi-structured interviews and qualitative methods for data analysis and synthesis, a set of team building criteria was identified from project managers in industry. The findings show that the consistent use of the set of criteria correlated significantly with project success, and the criteria related to human factors present strong correlations with software quality and thereby project success. This knowledge enables decision making for project managers in allocation of right personnel to realize desired level.

scholarly journals Implementing Health-Promoting Leadership in Municipal Organizations: Managers’ Experiences with a Leadership Program

2015 ◽  
Vol 5 (1) ◽  
pp. 93 ◽  
Author(s):  
Robert Larsson ◽  
Jonas Stier ◽  
Ingemar Åkerlind ◽  
Hélène Sandmark
Keyword(s):  
Organizational Change ◽  
Middle Managers ◽  
Implementation Process ◽  
Organizational Level ◽  
Management Support ◽  
Action Plans ◽  
Structured Interviews ◽  
Leadership Program ◽  
Organizational Conditions ◽  
Health Promoting

The aim of this study was to analyze how line and middle managers experience and describe barriers and enablers in the implementation of a health-promoting leadership program in municipal organizations. A qualitative case study design was applied to examine the leadership program in a case involving implementation of an organizational health intervention. Data were mainly collected using semi-structured interviews with line and middle managers participating in the leadership program. Interviews with senior managers, notes from meetings/workshops, and written action plans were used as complementary data. The interview data were analyzed using a thematic analysis, and the complementary data using a summative content analysis. The findings show that the interviewed line and middle managers experienced this leadership program as a new approach in leadership training because it is based primarily on employee participation. Involvement and commitment of the employees was considered a crucial enabler in the implementation of the leadership program. Other enablers identified include action plans with specific goals, earlier experiences of organizational change, and integration of the program content into regular routines and structures. The line and middle managers described several barriers in the implementation process, and they described various organizational conditions, such as high workload, lack of senior management support, politically initiated projects, and organizational change, as challenges that limited the opportunities to be drivers of change. Taken together, these barriers interfered with the leadership program and its implementation. The study contributes to the understanding of how organizational-level health interventions are implemented in public sector workplaces.

Different Forms of Work Satisfaction

1998 ◽  
Vol 3 (3) ◽  
pp. 209-218 ◽  
Author(s):  
André Büssing ◽  
Thomas Bissels
Keyword(s):  
Work Satisfaction ◽  
Preliminary Evidence ◽  
Qualitative Approach ◽  
Extended Model ◽  
Work Situation ◽  
Structured Interviews ◽  
Global Satisfaction ◽  
Evaluative Processes ◽  
The Right ◽  
Level Of Aspiration

The extended model of different forms of work satisfaction ( Büssing, 1991 ), originally proposed by Bruggemann (1974) , is suggested as a distinctive qualitative approach to work satisfaction. Six forms of work satisfaction—progressive, stabilized, resigned satisfaction, constructive, fixated, resigned dissatisfaction—are derived from the constellation of four constituent variables: comparison of the actual work situation and personal aspirations, global satisfaction, changes in level of aspiration, controllability at work. Preliminary evidence from semi-structured interviews with 46 nurses shows that the dynamic model is headed in the right direction (qualitative differentiation of consistently high propertions of satisfied employees, uncovering processes of person-work situation interaction). Qualitative methods demonstrated their usefulness in accessing underlying cognitive and evaluative processes of the forms, which are often neglected by traditional attitude-based satisfaction research.

SUBROGATION IN INSURANCE CONTRACT

2018 ◽  
Vol 28 (6) ◽  
pp. 1985-1991
Author(s):  
Tatjana Dimov
Keyword(s):  
Insurance Contract ◽  
Insurance Companies ◽  
Property Insurance ◽  
Insured Person ◽  
Legal Position ◽  
Insured Loss ◽  
Injured Party ◽  
The Right ◽  
Insurance Agreement ◽  
Responsible Person

Subrogation is a legal right characteristically reserved by property insurers. Subrogation occurs in property insurance and in some particular cases of liability insurance. The doctrine of subrogation operates to ensure protection of certain specific principles relevant to the property insurance including the principle of indemnification whereby the compensation received is no more and no less than a full indemnity for the insured loss or damage suffered by the insured due to loss occurrence, the principle of non-cumulation in terms of claims under the same insurance contract and the principle which excludes claiming indemnity from the person who is legally responsible for causing the loss, because otherwise the insurance contract may be an unjustified source of profit for the insured as the insured would get double recovery or paid out twice for the same claim.With the payment of the reimbursement from an insurance agreement on the insurer, all rights that the insured has towards the persons responsible for the damage up to the amount of the paid compensation are transferred. With the subrogation, the insurer takes up the legal position of the insured person and exercises his right to subrogation from the rights of the insured (derivative acquisition of the right), so that the insurer exceeds the claims in scope and amount as the insured had towards the perpetrator.Subrogation is the right of the insurer, it is not his obligation. The insurer is not obliged to use this right to transfer the rights to the responsible person.The notion of subrogation is often associated with the concept of insurance regression. But there is a difference between these two terms: recourse is the right of the insurer to claim the amount of compensation that he has paid to the insured (injured parties) from the harmful person, while subrogation is the transfer of the right (the claim for damages to the responsible person) from the insured to the insurer up to the amount of the compensation paid on the basis of an insurance contract. The right to recourse is a consequence of the existence of subrogation, i.e. transfer of the rights of the insured person to the responsible person, and which is reached by the law itself.Тhe subrogation doctrine also operates to ensure that the defendant or the person who is legally responsible for the loss shall not be absolved of liability under the civil law. Namely, the perpetrator should bear the consequences of his liability for the caused damage, and therefore the legislator of the insurer (as one of the contractual parties in insurance contract) has recognized the right what he has paid the injured party (as the contractual party in the insurance contract called the insured) to calm from the perpetrator.Furthermore, subrogation doctrine operates to ensure profit for the insurance companies whereby the reimbursement funds the claims or sum insured are covered from additionally grow; therefore, this doctrine is of great importance to the insurers.

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