Trapping safety into rules: how desirable or avoidable is proceduralization?

Clewley, Richard

doi:10.1080/00140139.2013.819675

Cited by 3 publications

(2 citation statements)

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“…Clearly defining roles and responsibilities improves the capacity to plan, guide, and control the work being performed. 19 In contrast, role ambiguity, defined as the lack of clear, consistent information regarding the actions required in a particular position may produce anxiety, depression, lead to poor effort, and decrease work satisfaction. [20][21][22][23][24] However, role ambiguity may also have positive effects in that, under certain conditions, it may enhance creativity.…”

Section: Discussionmentioning

confidence: 99%

<p>Evaluating the Implementation of Ontario’s Organ and Tissue Donation Physician Leadership Model: Mapping a Way Forward</p>

Sarti

Sutherland

Landriault

et al. 2020

JHL

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Background: The demand for solid organ transplantation has spurred countries around the world to search for innovative policies and practices to increase the supply of organs. Spain has become a global reference point for organ donation with the highest transplantation rates. In Ontario, Canada the Ontario Trillium Gift of Life (TGLN) has sought to replicate some of the successes in Spain. In particular, TGLN's implementation of the Physician Leadership Model has been viewed as a promising strategy to improve donation conversion rates. Objective: The objective of this study was to evaluate the implementation of TGLNs (TGLN) Physician Leadership Model by examining critical implementation process variables (education/training, communication, satisfaction, participation and reach). Methods: This mixed-method implementation evaluation included data from all members of the Physician Leadership Model including the Chief Medical Officer, five Regional Medical Leads (RMLs), and the 52 Hospital Donation Physicians (HDPs). Social Network Analysis (SNA) surveys were sent to all 52 HDPs and yielded an 85% rate. Analysis included constructing sociograms and qualitatively analyzing interviews. Results: TGLN's PLM was poised for success by utilizing the existing RMLs' network as a foundation. The social network analysis measures, particularly participation and reach, indicated the PLM was quite dense (ie, the degree to which members are connected) at baseline. HDPs reported communication to be facilitated by their connections to their RMLs. Early evaluative data indicated that lack of education and training was viewed by HDPs as a barrier, and thus more capacity would need to be directed to this issue. Overall, HDPs reported that various intended outcomes were being met. Conclusion: We have demonstrated that an implementation evaluation helps us to understand which elements of the PLM were successful and which elements required immediate attention. This evaluation helped to highlight the successes and challenges in implementing the TGLN Physician Leadership Model in Ontario. Social network analysis of publicly funded capacity building systems has been identified as a promising area for health program evaluation to answer questions at a system level, such as identifying service provisions among information exchange networks and ultimately better health care.

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Section: Discussionmentioning

confidence: 99%

<p>Evaluating the Implementation of Ontario’s Organ and Tissue Donation Physician Leadership Model: Mapping a Way Forward</p>

Sarti

Sutherland

Landriault

et al. 2020

JHL

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“…While many researchers subscribe to this perspective, some scholars point out the shortcomings associated with models of rational decision-making, particularly in crisis environments. They put forward that crisis plans, procedures and routine may confine managers in a limited set of alternatives (Clewley, 2013).…”

Section: The Duplicate Realitymentioning

confidence: 99%

Too late to act: when crises become tragic

Clément

Roux-Dufort

2020

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PurposeThis article aims to explore the tragic nature of crisis and identify managers’ decision-making processes and strategies when they are trapped by events beyond their understanding and control. In this article, the tragic is viewed as the collision of an overdetermined scenario perceived as inevitable, insurmountable and irreparable and the managers' strategies to free themselves from this scenario and divert its trajectory.Design/methodology/approachWe make a crossed literature review between crisis management and Greek tragedy as proposed by scholars in classical literature.FindingsWe make two theoretical contributions to the literature on crisis management. First, we articulate a set of research proposals into a model to explain how managers' decisions make the crisis tragic. Second, we enrich the field of crisis management by highlighting strategies in order to avoid them.Originality/valueWe use Greek tragedy, not as a metaphor to characterize the consequences of crises as the authors usually do, but as an analytical lens to explore their inexorable, insurmountable and irremediable nature and the decisions made by managers that would make crises tragic.

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Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

et al. 2018

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In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

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Trapping safety into rules: how desirable or avoidable is proceduralization?

Cited by 3 publications

References 0 publications

<p>Evaluating the Implementation of Ontario’s Organ and Tissue Donation Physician Leadership Model: Mapping a Way Forward</p>

<p>Evaluating the Implementation of Ontario’s Organ and Tissue Donation Physician Leadership Model: Mapping a Way Forward</p>

Too late to act: when crises become tragic

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

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