Knowledge Elicitation to Understand Resilience: A Method and Findings From a Health Care Case Study

Hegde, Sudeep; Hettinger, A. Zachary; Fairbanks, Rollin J.; Wreathall, John; Krevat, Seth; Bisantz, Ann M.

doi:10.1177/1555343419877719

Cited by 11 publications

(14 citation statements)

References 18 publications

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“…Further, that knowledge exchange between and across units in the organization increases the ability to learn from failure, as compared to knowledge exchange within units. This highlights the need to improve the feedback process (Bragatto et al, 2021) and develop an appropriate system for knowledge-sharing from the individual to the organizational level (Bhaskara and Filimonau, 2021), relying on various practices (see e.g., Khan et al, 2017;Martinelli et al, 2018;Hegde et al, 2020a;Habiyaremye, 2021). This system should be based on trust and inclusion, to ensure efficient and appropriate communication (Rangachari and Woods, 2020).…”

Section: Importance Of Continuity and Need For A Systemmentioning

confidence: 99%

Building Organizational Resilience Through Organizational Learning: A Systematic Review

2022

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With organizational environments becoming increasingly complex and volatile, the concept of “organizational resilience” has become the “new normal”. Organizational resilience is a complex and multidimensional concept which builds on the myriad of capabilities that an organization develops during its lifecycle. As learning is an inherent and essential part of these developments, it has become a central theme in literature on organizational resilience. Although organizational resilience and organizational learning are inherently interrelated, little is known of the dynamics of effective learning that may enhance organizational resilience. This study explores how to achieve organizational learning that can serve to promote organizational resilience. Our aim is to contribute to a more comprehensive knowledge of the relation between organizational resilience and organizational learning. We present the results of a systematic literature review to assess how organizational learning may make organizations more resilient. As both organizational resilience and organizational learning are topics of practical importance, our study offers a specifically targeted investigation of this relation. We examine the relevant literature on organizational learning and resilience, identifying core themes and the connection between the two concepts. Further, we provide a detailed description of data collection and analysis. Data were analyzed thematically using the qualitative research software NVivo. Our review covered 41 empirical, 12 conceptual and 6 literature review articles, all indicating learning as mainly linked to adaptation capabilities. However, we find that learning is connected to all three stages of resilience that organizations need to develop resilience: anticipation, coping, and adaptation. Effective learning depends upon appropriate management of experiential learning, on a systemic approach to learning, on the organizational ability to unlearn, and on the existence of the context that facilitates organizational learning.

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Section: Importance Of Continuity and Need For A Systemmentioning

confidence: 99%

Building Organizational Resilience Through Organizational Learning: A Systematic Review

2022

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“…The majority of the studies about RAG were conducted in hospital emergency and anesthesia departments [14,22]. The remainder were single studies in multi-specialty hospitals [23,24], in intensive care unit [6] and operating theaters PLOS ONE [8]. Eight studies [8,13,21,[23][24][25][26][27] employed a qualitative design, three studies [6, 7, 22] a mixed-methods design and one study [14] was purely quantitative (see Fig 4).…”

Section: Characteristics Of the Studiesmentioning

confidence: 99%

“…The remainder were single studies in multi-specialty hospitals [23,24], in intensive care unit [6] and operating theaters PLOS ONE [8]. Eight studies [8,13,21,[23][24][25][26][27] employed a qualitative design, three studies [6, 7, 22] a mixed-methods design and one study [14] was purely quantitative (see Fig 4). All studies employed a case study design except one study [14] which had cross-sectional design.…”

Section: Characteristics Of the Studiesmentioning

confidence: 99%

The application of resilience assessment grid in healthcare: A scoping review

et al. 2022

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Background The Resilience Assessment Grid (RAG) has attracted increasing interest in recent healthcare discourse as an instrument to understand and measure the resilience performance of socio-technical systems. Despite its growing popularity in healthcare, its applicability and utility remain unclear. This scoping review aims to understand the practical application of RAG method and its outcomes in healthcare. Method We followed the Arksey and O’Malley, and the Levac and colleagues’ framework for scoping reviews and the PRISMA-ScR Checklist. We conducted searches of three electronic databases [Medline, Embase and Web of Science] in May 2021. Supplementary searches included Google Scholar, web and citation searches, and hand searches of the nine seminal edited books on Resilience Engineering and Resilient Health Care. All English language, empirical studies of RAG application in the healthcare setting were included. Open Science Framework [Registration-DOI. 10.17605/OSF.IO/GTCZ3]. Results Twelve studies met the inclusion criteria. Diversities were found across study designs and methodologies. Qualitative designs and literature reviews were most frequently used to develop the RAG and applied it in practice. Eight of the studies had qualitative designs, three studies had mixed-methods designs and one study had a quantitative design. All studies reported that the RAG was very helpful for understanding how frontline healthcare professionals manage the complexity of everyday work. While the studies gained insights from applying the RAG to analyze organizational resilience and identify areas for improvement, it was unclear how suggestions were implemented and how they contributed to quality improvement. Conclusion The RAG is a promising tool to manage some of the current and future challenges of the healthcare system. To realise the potential benefits of the RAG, it is important that we move beyond the development phase of the RAG tool and use it to guide implementation and management of quality initiatives.

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“…These efforts can inform targeted and succinct training strategies that can improve translation to newer emerging tasks as the pandemic unfolds. Possible strategies for this include automating processes (Jipp, 2016), improving and enhancing existing processes (Hegde et al, 2020), and improving the efficiency of the learning process itself (Patterson et al, 2016). These efforts need to be performed not only for the frontline workers but also for traditional healthcare workers in training (Kalet et al, 2020).…”

Section: Reconceptualizing Expertise Developmentmentioning

confidence: 99%

Disaster Ergonomics: Human Factors in COVID-19 Pandemic Emergency Management

Sasangohar

Moats²,

Mehta

et al. 2020

Hum Factors

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Objective We aimed to identify opportunities for application of human factors knowledge base to mitigate disaster management (DM) challenges associated with the unique characteristics of the COVID-19 pandemic. Background The role of DM is to minimize and prevent further spread of the contagion over an extended period of time. This requires addressing large-scale logistics, coordination, and specialized training needs. However, DM-related challenges during the pandemic response and recovery are significantly different than with other kinds of disasters. Method An expert review was conducted to document issues relevant to human factors and ergonomics (HFE) in DM. Results The response to the COVID-19 crisis has presented complex and unique challenges to DM and public health practitioners. Compared to other disasters and previous pandemics, the COVID-19 outbreak has had an unprecedented scale, magnitude, and propagation rate. The high technical complexity of response and DM coupled with lack of mental model and expertise to respond to such a unique disaster has seriously challenged the response work systems. Recent research has investigated the role of HFE in modeling DM systems’ characteristics to improve resilience, accelerating emergency management expertise, developing agile training methods to facilitate dynamically changing response, improving communication and coordination among system elements, mitigating occupational hazards including guidelines for the design of personal protective equipment, and improving procedures to enhance efficiency and effectiveness of response efforts. Conclusion This short review highlights the potential for the field’s contribution to proactive and resilient DM for the ongoing and future pandemics.

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Knowledge Elicitation to Understand Resilience: A Method and Findings From a Health Care Case Study

Cited by 11 publications

References 18 publications

Building Organizational Resilience Through Organizational Learning: A Systematic Review

Building Organizational Resilience Through Organizational Learning: A Systematic Review

The application of resilience assessment grid in healthcare: A scoping review

Disaster Ergonomics: Human Factors in COVID-19 Pandemic Emergency Management

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