A Network-based Approach to Organizational Culture and Learning in System Safety

Avnet, Mark S.

doi:10.1016/j.procs.2015.03.061

Cited by 8 publications

(6 citation statements)

References 24 publications

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“…For example, Bucciarelli (1994), notes that professional disciplines function as separate “cultures”, which could lead one to conclude that multidisciplinary design teams are especially likely to be subject to cyclic preferences. However, recent data indicate that members of multidisciplinary design teams do indeed construct shared mental models (Avnet 2015, 2016; Avnet and Weigel 2013) suggesting that culture, as defined by Bucciarelli, does not preclude shared cognitive representations (see also, Romney et al 1986, 1996). Future work should therefore focus on determining the situations under which group members’ mental models diverge in a manner that allows for cyclic preferences to occur.…”

Section: Discussionmentioning

confidence: 99%

Do design decisions depend on “dictators”?

Broniatowski

2017

Res Eng Design

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Design decisions often require input from multiple stakeholders or require balancing multiple design requirements. However, leading axiomatic approaches to decision-based design suggest that combining preferences across these elements is virtually guaranteed to result in irrational outcomes. This has led some to conclude that a single "dictator" is required to make design decisions. In contrast, proponents of heuristic approaches observe that aggregate decisions are frequently made in practice, and argue that this widespread usage justifies the value of these heuristics to the engineering design community. This paper demonstrates that these approaches need not be mutually exclusive. Axiomatic approaches can be informed by empirically motivated restrictions on the way that individuals can order their preferences. These restrictions are represented using "anigrafs"-structured relationships between alternatives that are represented using a graph-theoretic formalism. This formalism allows for a computational assessment of the likelihood of irrational outcomes. Simulation results show that even minimal amounts of structure can vastly reduce the likelihood of irrational outcomes at the level of the group, and that slightly stronger restrictions yield probabilities of irrational preferences that never exceed 5%. Next, an empirical case study demonstrates how anigrafs may be extracted from survey data, and a model selection technique is introduced to examine the goodness-of-fit of these anigrafs to preference data. Taken together, these results show how axiomatic consistency can be combined with empirical correspondence to determine the circumstances under which "dictators" are necessary in design decisions.

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Section: Discussionmentioning

confidence: 99%

Do design decisions depend on “dictators”?

Broniatowski

2017

Res Eng Design

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“…Adapted from the University of California at San Francisco’s Healthy Environments and Response to Trauma in Schools (HEARTS) program (Dorado, Martinez, McArthur, & Leibovitz, 2016), the SFDPH half-day curriculum consists of didactic and interactive content structured on the TIS principles. It is uniquely designed for all levels of organizational hierarchy (from clerks to executive leadership) to learn together, in recognition that it is not individual learning but the pattern of interaction across learners that develops values (Avnet, 2015). An innovative closing exercise catalyzes the application of TIS knowledge by asking participants to each commit to a small trauma-informed change.…”

Section: The San Francisco Trauma-informed Systems Initiativementioning

confidence: 99%

Implementing a Trauma-Informed Public Health System in San Francisco, California

et al. 2018

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Background. Trauma is a ubiquitous and harmful public health concern. Much like individuals, organizations experience trauma and can embed it within their culture. Left unaddressed, trauma inhibits staff from confronting problems, communicating effectively, and generating solutions, factors that undermine organizational functioning. In response to trauma’s far-reaching impact, recent efforts have focused on creating “trauma-informed” systems that emphasize safety and avoid retraumatization. Trauma-informed systems are uniquely connected to relationships, as the impact of trauma both impairs relationships and is heightened in the absence of quality relationships. Developing trauma-informed relationships is therefore critical to creating a healing organizational culture. Aims. The objective of this article is to describe the process through which the San Francisco Department of Public Health (SFDPH) developed and implemented their Trauma-Informed Systems (TIS) Initiative, an organizational model to address trauma at the systems level. The article highlights the centrality of trauma-informed relationships to the initiative’s guiding principles, activities, and implementation process. Discussion. Six core principles underlie the work of the SFDPH’s TIS Initiative: (1) Understanding Trauma & Stress, (2) Compassion & Dependability, (3) Safety & Stability, (4) Collaboration & Empowerment, (5) Cultural Humility & Responsiveness, (6) Resilience & Recovery. Initiative components focus on creating and sustaining trauma-informed knowledge (i.e., foundational training, train-the-trainer program) and organizational practices (i.e., aligned efforts, leadership, and champion engagement). Conclusion. Trauma-informed systems represent an emergent organization-level intervention designed to address trauma and its sequelae. SFDPH’s TIS Initiative is creating a healing organization through its innovative response to the impact of trauma.

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“…Current management paradigms are not capable of managing intangible/tacit knowledge as compared to tangible/explicit knowledge, which can be easily communicated among employees and stored digitally in an organization [30]. With the volatility of workforce, employees changing their jobs typically take all their knowledge with them.…”

Section: Explicit and Tacit Knowledgementioning

confidence: 99%

“…The BTOPP model was first proposed in "The Corporations of the 1990's" by Michael Scott Morton, and is used by many organisations as a roadmap to derive business benefits from the introduction of new information technology [30]. We adopt the BTOPP model for CoP implementation as organisations can look for critical information in a rapid and effective manner by answering the key questions pertaining to Benefits, Tools, Organisation, People and Process that can have an impact on KM success factor.…”

Section: Cop Implementation Frameworkmentioning

confidence: 99%

Communities of Practice Approach for Knowledge Management Systems

Venkatraman¹,

Venkatraman

2018

Systems

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In this digital world, organisations are facing global competition as well as manpower pressures leading towards the knowledge economy, which heavily impacts on their local and international businesses. The trend is to foster collaboration and knowledge sharing to cope with these problems. With the advancement of technologies and social engineering that can connect people in the virtual world across time and distance, several organisations are embarking on knowledge management (KM) systems, implementing a community of practice (CoP) approach. However, virtual communities are relatively new paradigms, and there are several challenges to their successful implementation from an organisation’s point of interest. There is lack of CoP implementation framework that can cater to today’s dynamic business and sustainability requirements. To fill the gap in literature, this paper develops a practical framework for a CoP implementation with a view to align KM strategy with business strategy of an organization. It explores the different steps of building, sharing, and using tacit and explicit knowledge in CoPs by applying the Wiig KM cycle. It proposes a practical CoP implementation framework that adopts the Benefits, Tools, Organisation, People and Process (BTOPP) model in addressing the key questions surrounding each of the BTOPP elements with a structured approach. Finally, it identifies key challenges such as organizational culture and performance measurements, and provides practical recommendations to overcome them for a successful CoP implementation.

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A Network-based Approach to Organizational Culture and Learning in System Safety

Cited by 8 publications

References 24 publications

Do design decisions depend on “dictators”?

Do design decisions depend on “dictators”?

Implementing a Trauma-Informed Public Health System in San Francisco, California

Communities of Practice Approach for Knowledge Management Systems

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