Part 3B – Decision-Making Tools and Techniques

Watkins, Ryan; Meiers, Maurya West; Visser, Yusra Laila

doi:10.1596/9780821388686_ch05

Cited by 10 publications

(19 citation statements)

References 4 publications

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“…According to Watkins et al . [ 33 ], concept maps represent ideas or views from a large group of participants or stakeholders in an easy-to-interpret format. Concept maps visually illustrate relationships among words, concepts and facts.…”

Section: Discussionmentioning

confidence: 99%

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Organizational readiness for knowledge translation in chronic care: a review of theoretical components

et al. 2013

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BackgroundWith the persistent gaps between research and practice in healthcare systems, knowledge translation (KT) has gained significance and importance. Also, in most industrialized countries, there is an increasing emphasis on managing chronic health conditions with the best available evidence. Yet, organizations aiming to improve chronic care (CC) require an adequate level of organizational readiness (OR) for KT.Objectives: The purpose of this study is to review and synthesize the existing evidence on conceptual models/frameworks of Organizational Readiness for Change (ORC) in healthcare as the basis for the development of a comprehensive framework of OR for KT in the context of CC.Data sourcesWe conducted a systematic review of the literature on OR for KT in CC using Pubmed, Embase, CINAHL, PsychINFO, Web of Sciences (SCI and SSCI), and others. Search terms included readiness; commitment and change; preparedness; willing to change; organization and administration; and health and social services.Study selection: The search was limited to studies that had been published between the starting date of each bibliographic database (e.g., 1964 for PubMed) and November 1, 2012. Only papers that refer to a theory, a theoretical component from any framework or model on OR that were applicable to the healthcare domain were considered. We analyzed data using conceptual mapping.Data extraction: Pairs of authors independently screened the published literature by reviewing their titles and abstracts. Then, the two same reviewers appraised the full text of each study independently.ResultsOverall, we found and synthesized 10 theories, theoretical models and conceptual frameworks relevant to ORC in healthcare described in 38 publications. We identified five core concepts, namely organizational dynamics, change process, innovation readiness, institutional readiness, and personal readiness. We extracted 17 dimensions and 59 sub-dimensions related to these 5 concepts.ConclusionOur findings provide a useful overview for researchers interested in ORC and aims to create a consensus on the core theoretical components of ORC in general and of OR for KT in CC in particular. However, more work is needed to define and validate the core elements of a framework that could help to assess OR for KT in CC.

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Section: Discussionmentioning

confidence: 99%

“…Concept maps visually illustrate relationships among words, concepts and facts. Moreover, concept mapping uses a structured process that can be replicated easily and reliably [ 33 ]. Understanding concepts and their underlying relationships is necessary to the acquisition of flexible, generalizable knowledge [ 22 ].…”

Section: Discussionmentioning

confidence: 99%

Organizational readiness for knowledge translation in chronic care: a review of theoretical components

et al. 2013

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“…Once something is noticed, inquiries become much more deliberate and overt. Planning and implementing an exploratory assessment involves making decisions about focus, method, sources, depth, and timing of data gathering (Watkins, Meiers, & Visser, 2012). During data-gathering activities, practitioners may seek to understand current and desired future state, and look for gaps and the reasons for those gaps, as well as opportunities for a better future state (Van Tiem, Moseley, & Dessinger, 2012).…”

Section: The Kaleidoscopic View Of Practicementioning

confidence: 99%

Through a Kaleidoscope: Dimensions of Scholarly Practice

Lombardozzi

Tyler²

2017

Advances in Developing Human Resources

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The Problem In contemporary work environments, a professional’s learning and development is often encouraged “in the flow of work”; there is an expectation that people will develop knowledge and skill while doing the day to day work of the organization. In considering how one might develop scholarly practice capabilities, therefore, professionals need to look to ways in which they can deliberately begin to incorporate scholarly practices into their standard processes. The Solution The purpose of this article is to provide guidance on everyday scholarly practice so that practitioners might hone their skills through daily work activities. We outline the dimensions of everyday practice and then describe the scholarly practice behaviors and activities that come into play in each dimension of practice. The Stakeholders By offering a more detailed version for scholarly practice in their daily work, this article provides a practical approach to enacting scholarly practice in daily activities that will benefit both practitioners and their managers.

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“…Finally, the focus of the micro level is on operational programs, projects, teams, and individuals. At this level the contracted inputs, activities, and outputs of operational staff contribute to the overall success, retrogression, or failure of the business's purposes and strategic outcomes (Watkins, Meiers, & Visser, ).…”

Section: Defining Business‐entity Performance For Bep Techsmentioning

confidence: 99%

“…BEP Techs must understand how to reactively maneuver in less than ideal environments, especially those currently created by decision makers indirectly or directly. To illustrate, as seen in Table , BEP Techs must be able to work in the reality that because of widespread and even large consequences of business politics, some business environments favor justification of decisions already made over additional accurate information that may inform or change those decisions (Watkins, Meiers, & Visser, ). Unfortunately, there are times when BEP Techs will have to justify those decisions while pursuing a respected and highly regarded seat at the table of decision‐making processes.…”

Section: Bep Techs Successfully Support Decision Makers In Less Than mentioning

confidence: 99%

A Call to Action: Gain a Seat at Decision Tables

Johnson¹

2017

Perf. Improv.

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No matter how much HPT practitioners improve human performance, we are not granted enough invitations to serve as tactical and strategic decision makers. Many "earning" decision makers such as financial experts regard HPT professionals as no more than operational-level learning professionals.Therefore, HPT practitioners cannot rely on current decision makers to initiate a call for increased respect for the HPT industry. However, there is a contingent of HPT practitioners known as business-entity performance technologists (BEP Techs) who serve as HPT activists by obtaining influential roles in decision processes. Their goals are to influence decision makers, become decision makers, support decision makers, and challenge decision makers from other industries to respect HPT practitioners as more than just learning professionals. To do this, they focus more on the improvement of business-entity performance than on human performance. They seek to obtain respect for the HPT industry as both learning and earning professionals.

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Part 3B – Decision-Making Tools and Techniques

Cited by 10 publications

References 4 publications

Organizational readiness for knowledge translation in chronic care: a review of theoretical components

Organizational readiness for knowledge translation in chronic care: a review of theoretical components

Through a Kaleidoscope: Dimensions of Scholarly Practice

A Call to Action: Gain a Seat at Decision Tables

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