Measuring Appreciative Inquiry, Lean and Perceived Co-worker Health

et al. 2021

IJQSS

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Purpose Team collaboration is essential to ensure the quality of care and patient safety when critically ill patients are transferred from an intensive care unit (ICU) to a general ward. Measuring team collaboration in the patient transfer process can help gain insights into how team collaboration is perceived and how it can be improved. The purpose of this paper is to describe the development and testing of a questionnaire aiming to measure perceived team collaboration in the patient transfer process from ICU to the general ward. This study also aims to analyze the results to see how the survey could help improve team collaboration within ICU transitional care. Design/methodology/approach Statements, factors and main areas intended to measure perceived team collaboration were developed from a theory. The questionnaire was tested in two ICUs at two hospitals located in Sweden, and the results were analyzed statistically. Findings The results showed that the questionnaire could be used for measuring perceived team collaboration in this process. The results from the survey gave insights that can be useful when improving team collaboration in ICU transitional care. Research limitations/implications The collaboration between two research subjects, Nursing Science and Quality Management, has given new perspectives in how cultural and systemic differences and opportunities can help improving team collaboration in ICU transitional care, by shifting focus from the individual to team, culture, system, process and continuous improvement. Practical implications The developed questionnaire can be used to measure perceived team collaboration and to identify areas for improving team collaboration in the ICU transitional care process. Originality/value There is a sparse amount of research about measuring team collaboration in ICU transitional care, and this study contributes to filling this research gap.

Section: Methodsmentioning

confidence: 99%

“…The earlier questionnaire was used and tested in different settings and contexts (see, for instance, Bäckström and Ingelsson, 2016). This original questionnaire consisted of 36 statements representing 12 different factors.…”

Section: Development Of a Questionnairementioning

confidence: 99%

The development of a measurement instrument focusing on team collaboration in patient transfer processes

Sten

et al. 2021

IJQSS

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“…Value-based leadership "Appreciative Inquiry," "Pride," "Health" and "Continuous improvements" (Lagrosen et al, 2012;Bäckström, Eriksson and Lagrosen, 2012;Bäckström, Ingelsson and Wiklund, 2012;Bäckström et al, 2014;Ingelsson, 2013;Ingelsson and Mårtensson, 2014;Bäckström and Ingelsson, 2015).…”

mentioning

confidence: 99%

Using design thinking to support value-based leadership for sustainable quality development

Snyder

2018

BPMJ

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Purpose The purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular interest to the authors was to make visible and understand the constraints in leadership that kept leaders from understanding and working with organizational culture and values. Design/methodology/approach A three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework in which data were collected through a series of workshops using a variety of sources including: leadership survey; interviews with three general directors; focus groups with middle- and top-level managers; observations and cultural analysis, survey; storytelling and appreciative inquiry (AI); and an employee questionnaire. Respondents in the study represented leadership teams in three Swedish manufacturing companies and their employees. Findings In general, there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet, at the same time, there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Design thinking and the methods used to develop work culture, including AI, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. The authors also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation. Originality/value This study demonstrates that leaders can benefit from innovative approaches to identifying and building work culture to achieve value-based leadership.

“…A leadership inspired by AI has also led to positive effects on the working environment and decreased sick leave (Åslund et al , 2011). Bäckström and Ingelsson (2015) found that AI may help organizations to work in a structured and conscious way to reduce sick leave after studying if and how AI correlates with Lean values and co-workers’ perceived health when studying a Swedish municipality.…”

Section: Values Within Quality Managementmentioning

confidence: 99%

“…The purpose of the survey was to measure soft values, to obtain an overview of the culture within the organizations and to investigate if the activities had influenced the culture and the leadership. Based on three previously tested surveys, a new survey was compiled to measure the co-workers and the leaders’ perception of the factors: “committed leadership” (consisting of the three dimensions: empathy, presence and communication and integrity), “participation of everybody” (consisting of the three dimensions: development, influence and being informed) and “customer focus”, “system view”, “continuous improvements,” “AI”, “pride” and “health.” The earlier questionnaires had been tested and used in many different organizations to evaluate different quality development and improvement projects in those organizations (Lagrosen et al , 2012; Bäckström et al , 2012a; Bäckström et al , 2012b; Bäckström et al , 2014; Ingelsson et al , 2010; Ingelsson, 2013; Ingelsson and Mårtensson, 2014; Bäckström and Ingelsson, 2015; Ingelsson and Bäckström, 2017). The new survey was used in two of the companies twice during the project time.…”

Section: The Project and Accomplished Activitiesmentioning

confidence: 99%

Strengthening quality culture in private sector and health care

Snyder

2018

LHS

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Purpose The purpose of this study is to present a comprehensive approach to studying organizational culture using "soft measures" to facilitate sustainable quality development in organizations. The purpose is also to present, discuss and compare the results from a survey designed to measure a company's value base. Design/methodology/approach A number of different methods were used to collect soft data to study and measure organizational culture and at the same time influence the culture and the leadership within three organizations. One method, the survey, was used on two different occasions to obtain an overview of the culture within an organization and to investigate if the activities had influenced the culture and the leadership. Findings The application of soft measures used by leaders to study and develop organizational culture resulted in statistically significant positive changes in organizational work culture, according to a pre-post survey after a short period of one year. Practical implications The approach can be used by leaders in different types of organizations as the challenge of changing the organizational culture through the leadership seems to be a common challenge regardless of line of business. Originality/value The study shows the benefits of using a comprehensive approach to assess an organization's culture based on qualitative measures and analysis.