scholarly journals Pedagogy and Process in 'Organisational Problem-Solving'

10.28945/2984 ◽  
2006 ◽  
Author(s):  
John Paul Kawalek
Keyword(s):  
Problem Solving ◽  
Organisational Change ◽  
Critical Reflexivity ◽  
Tightly Coupled ◽  
Learning Set ◽  
Organisational Problem ◽  
And Performance ◽  
Development Objectives ◽  
Learning Sets ◽  
The Way

This paper outlines a case study in which a management development learning process was tightly coupled to organisational change and development objectives. The case discusses how a research and consulting team came together to develop highly reflexive pedagogy to support the work of internal managers who were organised into teams (‘learning sets’ of sorts, but which came to be known as 'ThinkTanks'). These were to undertake ‘organisational problem solving’, which involved the integration of various inquiring activities. These learning sets had as their objective, to help members become catalysts of organisational change and performance improvement within a large organisation, applying the inquiring principles. In order to structure the discourse amongst learning set members, a range of principles and constructs were used. Central to these was a form of process modelling, (termed ‘models of teleological human process’). These were carefully introduced to learning set members, and were used to provide a ‘basis for a discourse’ amongst set members about problematic organisational processes and how to change them. These were based on system theory, in a particular form, in which models were used as a component of inquiry into current and future processes, rather than to 'specify' a given process, in an absolute sense. The inquiring activities were facilitated by 'Set Advisers', whose role it was to keep the set focused on learning outcomes, and to encourage critical reflexivity in the process. Thus members were encouraged to 'think about the way they were thinking about action', which gave a much more dynamic intellectual basis for the learning set's activities. It also enabled a rich analytical discourse, in which members were expected to justify their perceptions rather than make assertions, or 'defend assertions'. The researchers were genuinely surprised by the way the set members were able to undertake this, and indeed, on reflection, how set members felt 'liberated' by the approach taken.

Using an implementation science approach to build leader facilitation capability in healthcare: a novel approach for enhancing action learning set facilitation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jodie Shoobridge ◽  
Tim Schultz ◽  
Gill Harvey ◽  
Neil Kirby
Keyword(s):  
Health Services ◽  
Implementation Science ◽  
Action Learning ◽  
Organisational Change ◽  
Implementation Framework ◽  
Research Implementation ◽  
Content Type ◽  
Learning Set ◽  
Services Implementation ◽  
Learning Sets

PurposeThe study describes the implementation of a novel strategy, entitled the Action Learning Set Facilitation Model, to develop internal facilitation capability to lead change. The Model incorporated the Novice-Experienced-Expert pathway, a facilitation development approach underpinning the integrated-Promoting Action on Research Implementation in Health Services Implementation Framework, with action learning methodology.Design/methodology/approachA mixed-methods descriptive approach reports the results of 22 interviews, 182 Action Learning Sets and 159 post program survey data sets to explore facilitator experiences, strengths and potential application of the Model.FindingsAt program completion, five novice (of 174) and one experienced (of 27) facilitator transitioned to the next facilitation level. The three groups of facilitators described positive change in confidence and facilitation skill, and experience of action learning sets. Inconsistencies between self-report competence and observed practice amongst novices was reported. Novices had decreasing exposure to the Model due to factors related to ongoing organisational change. Internal facilitators were considered trusted and credible facilitators.Research limitations/implicationsThere are practical and resource implications in investing in internal facilitation capability, noting proposed and real benefits of similar development programs may be compromised during, or as a consequence of organisational change. Further research describing application of the facilitation model, strategies to enhance multisystemic support for programs and evaluation support are suggested.Practical implicationsThe Action Learning Set Facilitation Model offers promise in developing internal facilitation capability supporting change in organisations. Critical success factors include building broad scale internal capability, stable leadership and longitudinal support to embed practice.Originality/valueThis is the first application of the facilitation component of the integrated-Promoting Action on Research Implementation in Health Services implementation framework embedded to action learning sets as an implementation science strategy for leader development supporting organisational change.

scholarly journals Mediators of change in healthcare organisations subject to external assessment: a systematic review with narrative synthesis

BMJ Open ◽  
2020 ◽  
Vol 10 (8) ◽  
pp. e038850
Author(s):  
Einar Hovlid ◽  
Geir Sverre Braut ◽  
Einar Hannisdal ◽  
Kieran Walshe ◽  
Oddbjørn Bukve ◽  
...  
Keyword(s):  
Quality Of Care ◽  
Empirical Studies ◽  
Organisational Change ◽  
Research Literature ◽  
Narrative Synthesis ◽  
External Assessment ◽  
And Performance ◽  
Mediators Of Change ◽  
The Way

ObjectivesExternal inspections are widely used to improve the quality of care. The effects of inspections remain unclear and little is known about how they may work. We conducted a narrative synthesis of research literature to identify mediators of change in healthcare organisations subject to external inspections.MethodsWe performed a literature search (1980–January 2020) to identify empirical studies addressing change in healthcare organisations subject to external inspection. Guided by the Consolidated Framework for Implementation Research, we performed a narrative synthesis to identify mediators of change.ResultsWe included 95 studies. Accreditation was the most frequent type of inspection (n=68), followed by statutory inspections (n=19), and external peer review (n=9). Our findings suggest that the regulatory context in which the inspections take place affect how they are acted on by those being inspected. The way inspections are conducted seem to be critical for how the inspection findings are perceived and followed up. Inspections can engage and involve staff, facilitate leader engagement, improve communication and enable the creation of new networks for reflection on clinical practice. Inspections can contribute to creating an awareness of the inspected organisation’s current practice and performance gaps, and a commitment to change. Moreover, they can contribute to facilitating the planning and implementation of change, as well as self-evaluation and the use of data to evaluate performance.ConclusionsExternal inspections can affect different mediators of organisational change. The way and to what extent they do depend on a range of factors related to the outer setting, the way inspections are conducted and how they are perceived and acted on by the inspected organisation. To improve the quality of care, the organisational change processes need to involve and impact the way care is delivered to the patients.

Strategic threats to energy security as risks of quality of people's life

2020 ◽  
Vol 16 (4) ◽  
pp. 730-744
Author(s):  
V.I. Loktionov
Keyword(s):  
Quality Of Life ◽  
Energy Security ◽  
Well Being ◽  
Scientific Methods ◽  
Analysis And Synthesis ◽  
General Scientific ◽  
And Performance ◽  
Economic Well Being ◽  
The Way

Subject. The article reviews the way strategic threats to energy security influence the quality of people's life. Objectives. The study unfolds the theory of analyzing strategic threats to energy security by covering the matter of quality of people's life. Methods. To analyze the way strategic threats to energy security spread across cross-sectoral commodity and production chains and influences quality of people's living, I applied the factor analysis and general scientific methods of analysis and synthesis. Results. I suggest interpreting strategic threats to energy security as risks of people's quality of life due to a reduction in the volume of energy supply. I identified mechanisms reflecting how the fuel and energy complex and its development influence the quality of people's life. The article sets out the method to assess such quality-of-life risks arising from strategic threats to energy security. Conclusions and Relevance. In the current geopolitical situation, strategic threats to energy security cause long-standing adverse consequences for the quality of people's life. If strategic threats to energy security are further construed as risk of quality of people's life, this will facilitate the preparation and performance of a more effective governmental policy on energy, which will subsequently raise the economic well-being of people.

A Fitting Solution

2018 ◽  
Author(s):  
Kaori Kashimura ◽  
Takafumi Kawasaki Jr. ◽  
Nozomi Ikeya ◽  
Dave Randall
Keyword(s):  
Organizational Change ◽  
Power Plant ◽  
Augmented Reality ◽  
Real World ◽  
Work Practices ◽  
Plant Construction ◽  
Tightly Coupled ◽  
Complex Scenario ◽  
The Relationship ◽  
The Way

This chapter provides an ethnography of a complex scenario involving the construction of a power plant and, in so doing, tries to show the importance of a practice-based approach to the problem of technical and organizational change. The chapter reports on fieldwork conducted in a highly complex and tightly coupled environment: power plant construction. The ethnography describes work practices on three different sites and describes and analyses their interlocking dependencies, showing the difficulties encountered at each location and the way in which the delays that result cascade through the different sites. It goes on to describe some technological solutions that are associated with augmented reality and that are being designed in response to the insights gained from the fieldwork. The chapter also reflects more generally on the relationship between fieldwork and design in real-world contexts.

Relationships between Learning Styles and Performance on Problem-Solving Tasks

1986 ◽  
Vol 59 (3) ◽  
pp. 1135-1138 ◽  
Author(s):  
Penny Armstrong ◽  
Ernest McDaniel
Keyword(s):  
College Students ◽  
Problem Solving ◽  
Learning Styles ◽  
Learning Style ◽  
Choice Point ◽  
Relevant Information ◽  
And Performance ◽  
Problem Solving Task

A computerized problem-solving task was employed to study the relationships among problem-solving behaviors and learning styles. College students made choices to find their way home in a simulated “lost in the woods” task and wrote their. reasons at each choice point. Time to read relevant information and time to make decisions were measured by the computer clock. These variables were correlated with learning style variables from Schmeck's (1977) questionnaire. The findings indicated that subjects who perceived themselves as competent learners take more time on the problem-solving task, use more information and make fewer wrong choices.

Engaging with stakeholders is critical when leading change

2014 ◽  
Vol 46 (2) ◽  
pp. 68-72 ◽  
Author(s):  
Patrick Mayfield
Keyword(s):  
Good Governance ◽  
Organisational Change ◽  
Business Case ◽  
Leading Change ◽  
Business World ◽  
Content Type ◽  
Computer Tools ◽  
Barriers To Change ◽  
The Right ◽  
The Way

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the correct documents, having good governance mechanisms in place, etc. People just distract and get in the way. Some tend to concentrate on these technicalities working their computer tools, rather than leaning towards people. The result is huge waste. Organisational change will always cut across different business functions, boundaries and across silos of working. This is where stakeholder engagement leads to successful outcomes. Design/methodology/approach – It is a surprise to many, but listening is probably the most powerful influencing strategy of all. The key is to ask the person you seek to influence, first for their thoughts, fears, and aspirations. If you can show you are genuinely interested, you begin to break down any barriers to change. This helps focus on the need for change rather than present the solution first. Yes, time is money, but often we can let this get in the way of engaging successfully. Conversations like this do take time. It feels counter-intuitive. Findings – There is growing evidence that people who make better leaders have a leaning towards action, they are never victims of “paralysis by analysis”. The self-aware, pro-active manager leading change understands that relationships are central to success and are thinking about their relationships in a real and active way. They think about their mental landscape and on that landscape they see the vital importance of stakeholders and are prepared to spend a far higher proportion of their discretionary time devoted to engaging with other people, quite apart from the structured meetings and emails that we usually describe as “communicating”. Originality/value – Most management books are written with the assumption that the business world is rational, but when it comes to change, it appears this is far from the case. We are taught to put a reasonable proposition to people, the business case, the plan, and so on, then expect people to mull it over for a while, then jump into action – reason – analyse – act. But nearly always the actual sequence is – see – feel – act. There is little doubt that people engage with their stakeholders better if there is some kind of emotional connection.

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