The Role of Mental Models in Organizational Change

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Mental Models ◽  
Service Providers ◽  
Service Organizations ◽  
Work Experiences ◽  
Case Examples ◽  
Quality And Outcomes ◽  
Improve Service Quality ◽  
Organizational Principles ◽  
Effective Service

This chapter describes ARC’s third strategy of employing mental models. This strategy fosters reasoning and thinking that reinforces the use of ARC’s organizational components and that maintains alignment with ARC’s five principles of effective service organizations. Reasoning and thinking are reflected in the mental representations of work experiences service providers hold, and these mental models guide priorities followed when providing services. Case examples are provided to illustrate work with mental models to influence organizational members’ thinking, reasoning, and subsequent actions to improve service quality and outcomes. This chapter reviews the empirical evidence for mental models, including research from social cognition and neuroscience. The description of this strategy highlights several activities and techniques used to explore and alter mental models. These activities foster examination of implicit assumptions and beliefs that help drive reasoning and thinking toward or away from ARC’s key organizational principles, tools, and desired OSCs.

Improving Organizational Social Contexts for Effective Human Services

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Human Services ◽  
Social Systems ◽  
Social Contexts ◽  
Service Organizations ◽  
Organizational Strategies ◽  
Organizational Research ◽  
The Social ◽  
Quality And Outcomes ◽  
Improve Service Quality ◽  
Organizational Principles

Emphasizing five basic points, this chapter summarizes what the authors have learned in their development of evidence-based organizational strategies. First, human service organizations vary in their social contexts, and those differences affect the way services are provided. Second, the social contexts of human services can be changed with organizational strategies, and those changes can improve service quality and outcomes. Third, organizational social contexts are essential for innovation because they reflect the power of social systems to promote changes in individual behavior. Fourth, organizational research illustrates that social contexts affect the implementation of best practices to improve effectiveness. Fifth, strategies for improving an organization’s capacity for innovation build upon a century of work on improving organizational effectiveness that has direct implications for human services. This chapter introduces the ARC strategies that include: (1) key organizational principles, (2) organizational components that drive innovation, and (3) mental models to support improvement efforts.

scholarly journals MANAGING SERVICE RECOVERY PROCESSES: THE ROLE OF CUSTOMER'S AGE / VARTOTOJŲ AMŽIAUS ĮTAKA PASLAUGŲ VERTINIMUI

2011 ◽  
Vol 12 (3) ◽  
pp. 503-528 ◽  
Author(s):  
Jesús Cambra-Fierro ◽  
Juan M. Berbel-Pineda ◽  
Rocío Ruiz-Benítez ◽  
Rosario Vazquez-Carrasco
Keyword(s):  
Process Management ◽  
Service Providers ◽  
Service Recovery ◽  
Recovery Process ◽  
Effective Management ◽  
Research And Practice ◽  
Recovery Processes ◽  
Front End ◽  
Effective Service

Research and practice show that effective management of service recovery processes boosts customer satisfaction. Under this assumption, the purpose of this paper is to analyze a set of factors which may determine satisfaction with recovery processes and loyalty. We also analyze the role of age as potential moderating. Segmenting customers' samples by age may potentially contribute to more effective service recovery process management. Older customers seem to be more loyal when dealing with service providers than younger customers, while younger customers are more demanding in terms of companies' efforts. Implications for both literature and practice are included at the front-end of the paper. Santrauka Tiek moksliniai tyrimai, tiek ir praktika rodo, kad grąžinimo procesų valdymo veiksmingumas skatina klientų pasitenkinimą. Remiantis šia prielaida, straipsnio tikslas yra išanalizuoti veiksnius, turinčius įtakos klientų pasitenkinimo lygiui ir lojalumui. Taip pat analizuojamas ir vartotojų amžiaus rodiklis, jo potencialo kaita. Atsižvelgiant į tai, klientai buvo sugrupuoti pagal amžių ir buvo analizuojama, kaip vieni ar kiti procesai juos veikia. Atliktas tyrimas parodė, kad vyresnio amžiaus klientai yra labiau ištikimi nei jaunesni, o jaunesni klientai yra reiklesni įmonių teikiamoms paslaugoms.

Mission-driven versus Rule-driven Human Service Organizations

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Empirical Evidence ◽  
Service Provider ◽  
Human Service ◽  
Well Being ◽  
Service Organizations ◽  
Policy And Practice ◽  
Case Examples ◽  
Provider Behavior ◽  
Shared Purpose

This chapter explains how mission-driven organizations require that all administrative, managerial, and service provider behavior and decisions contribute to improving the well-being of clients. This principle addresses the threat posed by the conflicting organizational priority of relying on bureaucratic processes and rules to guide policy and practice decisions. The description of mission-driven versus rule-driven organizations includes case examples, empirical evidence supporting the principle, and discussion of the central of role of aligning organizational priorities to focusing on improving client well-being. The chapter explains what it means to be mission driven, the role of leadership in supporting the principle, and why it is important. The chapter also describes the mechanisms that link being mission driven to effective services, including maintaining clear direction for all organizational members in their work, promoting motivation and shared purpose and fostering innovation. A case example illustrates ARC’s success to become more mission-driven.

Understanding and Assessing Organizational Social Context (OSC)

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Social Context ◽  
Organizational Development ◽  
Service Providers ◽  
Service Organizations ◽  
Organizational Improvement ◽  
Organizational Assessment ◽  
Case Examples ◽  
Social Service Organizations ◽  
Worker Attitudes ◽  
Multiple Dimensions

This chapter describes the OSC measurement system. The OSC measure assesses culture, climate, and worker attitudes as the key components of OSC. Including multiple dimensions of culture and climate, the OSC measure provides a personality profile of organizations based on the responses of direct service providers within the work units that are assessed. Empirically derived, the dimensions and resulting measurement profiles allow users to assess the health of their organization’s social context using national norms for behavioral health and social service organizations. The authors explain the use of the OSC measure in their ARC organizational improvement process, and they integrate research and case examples to illustrate how the OSC measure can be applied for organizational assessment and change efforts. These efforts include using social context profiles to identify targets for change, action plans, and objectives to achieve within organizational development efforts.

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.

Introducing the ARC Organizational Strategies

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
New Technologies ◽  
Service Organizations ◽  
Mechanisms Of Change ◽  
Organizational Strategies ◽  
Arc Model ◽  
Service Barriers ◽  
Innovation Capacity ◽  
Quality And Outcomes ◽  
And Behavior ◽  
Organizational Principles

This chapter describes the ARC model of three core strategies for developing effective human service organizations. These include (1) embedding guiding organizational principles, (2) providing organizational component tools for identifying and addressing service barriers, and (3) developing shared mental models. ARC’s strategies provide the tools and the reasoning to guide behaviors and processes among organizational members that ensure improved service quality and outcomes. These strategies are reviewed as part of ARC’s orchestrated and structured process to improve OSC (i.e., the cultures and climates that influence attitudes, decision making and behavior in organizations). The chapter identifies mechanisms of change that highlight the alignment of organizational priorities with the ARC principles, fostering relationships that provide availability, responsiveness, and continuity, as well as developing innovation capacity to adopt new technologies and approaches.

Case Examples Illustrating the Importance of Social Contexts in Human Service Organizations

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Human Service ◽  
Service Providers ◽  
Services Quality ◽  
Human Service Organizations ◽  
Social Contexts ◽  
Service Organizations ◽  
Case Examples ◽  
Service Effectiveness ◽  
Worker Attitudes ◽  
Shared Beliefs

This chapter provides case examples from the authors’ work within human service organizations that illustrate the importance of addressing OSCs: including culture, climate, and worker attitudes. These examples of the influence of OSC provide the reader with an understanding of how social contexts affect human services quality and outcomes along with implications for improving them. The chapter explains the sensitivity of human service effectiveness to OSC and describes the social processes that explain its influence. Case examples are used to illustrate the influence of shared mindsets and worker attitudes within OSCs. These examples include the influence of shared beliefs, assumptions, and attitudes of service providers on client and staff relationships that affect services quality.

Strategies and Barriers in Facilitating Natural Supports for Employment of Adults with Severe Disabilities

1995 ◽  
Vol 20 (2) ◽  
pp. 110-120 ◽  
Author(s):  
David Hagner ◽  
John Butterworth ◽  
Geraldine Keith
Keyword(s):  
Best Practices ◽  
Human Service ◽  
Service Providers ◽  
Severe Disabilities ◽  
Service Organizations ◽  
Human Service Providers ◽  
Descriptive Information ◽  
Natural Supports ◽  
Adult Service

The concept of facilitating natural supports as a resource for obtaining and maintaining employment has received considerable attention, and a number of strategies for facilitating natural supports from an individual's network of family and friends and an employee's co-workers and employers on the job have been proposed. Interviews were conducted with key personnel in 17 schools and 16 adult service organizations in Massachusetts to obtain descriptive information regarding which practices are currently used and what barriers exist to the implementation of such practices. Each organization was nominated as representing current best practices. Results indicate wide use of some practices as well as much confusion about the concept of natural supports and the role of human service providers in facilitating involvement.

Creativity in Teams: The Role of Shared Mental Models

2011 ◽  
Author(s):  
Nicholas J. Arreola ◽  
Erika Robinson-Morral ◽  
Danielle A. S. Crough ◽  
Ben G. Wigert ◽  
Brad Hullsiek ◽  
...  
Keyword(s):  
Mental Models ◽  
Shared Mental Models
Sign in / Sign up

Export Citation Format

Share Document