Showing papers on "Culture change published in 2020"
TL;DR: It is argued that the response to and recovery from the COVID-19 pandemic may be hampered in many American communities by deficiencies or disruptions in social capital brought about by physical distancing.
Abstract: Social capital provides a number of benefits during crisis scenarios, and high social capital communities respond more efficaciously than those with low social capital. With this in mind, we argue that the response to and recovery from the COVID-19 pandemic may be hampered in many American communities by deficiencies or disruptions in social capital brought about by physical distancing. Drawing on evidence from past crises, we recommend individuals, communities, and government institutions work to strengthen and expand social networks. A failure to do so will exact a toll in terms of human morbidity and mortality and exacerbate the current disaster.
116 citations
TL;DR: The notion of culture is increasingly invoked in the medical education literature as a key influence on how educational strategies unfold, and culture change is frequently identified as a necessary precursor to progress.
Abstract: Background The notion of culture is increasingly invoked in the medical education literature as a key influence on how educational strategies unfold, and culture change is frequently identified as a necessary precursor to progress. A meaningful perspective on what culture means is often missing from these discussions, however. Without a theoretically grounded notion of culture, calls for culture change are challenging to interpret and to act upon. Objective In this cross-cutting edge paper, we explore how culture has been defined and theorised using three lenses: the organisational perspective; the identity perspective, and the practice perspective. We consider what each perspective might offer to medical education researchers. Results Each of these perspectives draws on a range of disciplinary influences, and none represents a singular theory of culture. Broadly, the organisational perspective directs our attention to the shared assumptions and values that bind individuals within an organisation. It tends to view culture through a strategic lens; culture may be either a barrier to or a facilitator of the changes that are inevitably required of an organisation if it is to maintain its relevance. The identity perspective, particularly the notion of figured worlds, alerts us to the power of communal narratives to shape how individuals see themselves within particular cultural worlds. The practice perspective emphasises what actually occurs in practice, avoiding symbolic ideas about culture and shared values and instead privileging activity and human-material networks or arrangements. Conclusions These diverse perspectives share a common thread- they shift our research gaze beyond the individual, allowing us instead to see how those individuals form organisations, inhabit cultural worlds and constitute practices. They afford substance and direction for explorations of culture, and thus offer the promise of a more nuanced understanding of some of medical education's most challenging problems.
34 citations
TL;DR: In this article, the authors propose a conceptual model that synthesizes the existing findings concerning universities as culture change agents for sustainable development, which can serve as a guidance on how universities might get involved in the pro-SD activities.
Abstract: This paper aims to propose a conceptual model that synthesizes the existing findings concerning universities as culture change agents for sustainable development. The model could serve as a guidance on how universities might get involved in the pro-SD activities. It also underlines the prerequisite of the quality culture that should be introduced within all the activities of universities to successfully act as culture change agents for SD. This paper builds upon the holistic and inter-disciplinary approach to demonstrate that SD does not happen in isolation and that the role of universities in its creation is significant. This study includes a literature review to contextualize the impact of universities on culture and their potential role in SD. The conclusions stemming from the literature review materialize in the proposal of the conceptual model of the university as the culture change agent for SD. The elaborated framework responds to the need for greater clarity, ordering and systematization of the role of universities in the processes of initiating, promoting and modelling the SD-oriented changes while appreciating the role of culture as an enabler, means of social change and a result of SD-focused interventions. The paper contributes to the body of knowledge by offering a novel perspective on the assumed interrelations between university, its quality culture, university main operations such as education, research and engagement with the society as well as the culture and the agency of stakeholders in the context of meeting the world’s current demands without compromising the needs of future generations.
32 citations
TL;DR: An National Institutes of Health Common Fund program with the major goal of culture change for biomedical research training and training that prepares individuals for a broader expanse of careers in the biomedical research enterprise is described.
Abstract: Biomedical research training has undergone considerable change over the past several years. At its core, the goal of graduate and postdoctoral training is to provide individuals with the skills and knowledge to become outstanding scientists and expand knowledge through the scientific method. Historically, graduate school training has focused on preparation for academic positions. Increasingly, however, a shift toward preparation for a wider range of career options has emerged. This is largely because most biomedical PhD graduates do not become Principal Investigators in academic laboratories. Here we describe an National Institutes of Health Common Fund program with the major goal of culture change for biomedical research training and training that prepares individuals for a broader expanse of careers in the biomedical research enterprise. These "Broadening Experiences in Scientific Training" (BEST) awards, issued in 2012 and 2013, provided support to institutions to develop innovative approaches to achieving these goals, as a complement to traditional training. Awardees were tasked with catalyzing change at their institutions and sharing best practices across the training community. Awardees were required to participate in a cross-site evaluation that assessed the impact of BEST activities on three main areas: (a) trainee confidence and knowledge to make career decisions, (b) influence of this added activity on time in training, and (c) ability of the institutions to sustain activities deemed to be beneficial. Here we present the fundamental approach to the BEST program and early evaluative data.
32 citations
TL;DR: The Venus model for workforce transformation is presented, demonstrating its research origins, theoretical foundations, and practical application for enabling individuals, teams, and services to sustain transformation in the workplace.
Abstract: Aims and objectives The aim of this paper is to present the Venus model for workforce transformation, demonstrating its research origins, theoretical foundations, and practical application for enabling individuals, teams, and services to sustain transformation in the workplace. Methods The paper provides a brief synopsis of how the Venus model was generated from four large-scale mixed-method studies embracing workforce transformation, safety culture, integrated facilitation, and continuous professional development. Results The Venus model has five stems and identifies key integrated skill sets pivotal to successful transformation, which are interdependent: Being able to facilitate an integrated approach to learning, development, improvement, knowledge translation, inquiry, and innovation-drawing on the workplace itself as an influential resource; Being a transformational and collective leader building relationships that encourage curiosity, creativity, and harnessing the talents of all not just a few; Being a skilled practice developer focused on achieving the key values of being person-centred, and the ways of working that are collaborative, inclusive, and participative; Applying improvement skills that enable small step change using measurement wisely to focus on measuring what is valued as well as evaluating positive progress; and, finally Facilitating culture change at the micro-systems level while being attuned to the organizational and systems enablers required to support this. Conclusion The paper concludes with consideration of implications for implementation of the model and its relevance for practice, policy, education, and future research as well as outlining potential limitations and conclusions.
26 citations
TL;DR: Although inconsistent evidence existed for most QOL measures, relatively consistent evidence was found to support positive effects on resident satisfaction and autonomy, and Rigorous designs are needed for future studies to generate strong evidence.
Abstract: Culture change is intended to transform nursing homes from impersonal institutions into person-centered homes. Despite a growing interest in studying culture change, empirical evidence for its effects on quality of life (QOL) has not been synthesized. The current integrative review examined how QOL outcomes were measured in culture change studies and analyzed the current evidence for culture change effects on QOL. Guided by a conceptual framework, this review systematically searched for literature in multiple databases and identified 11 eligible studies. QOL measures varied across studies, ranging from overall perception of life to specific measures associated with physical and psychosocial well-being. Overall, culture change demonstrated a positive trend in benefiting QOL. Although inconsistent evidence existed for most QOL measures, relatively consistent evidence was found to support positive effects on resident satisfaction and autonomy. Rigorous designs are needed for future studies to generate strong evidence. [Research in Gerontological Nursing, xx(x), xx-xx.].
21 citations
TL;DR: The author describes the National Institutes of Health's current system-wide framework and tools for creating cultures of inclusive excellence through a set of guiding principles and integrated strategies and argues that with committed vision, focus, and energy, success is attainable, and soon.
Abstract: In nearly all walks of life, leadership sets the tone for what gets done, who does it, and how it is achieved. In 2020, the top ranks of academic medicine have not yet attained gender parity-an aspirational goal set 7 years ago in this journal as "50:50 by 2020," and a vital aim for the United States' productivity and innovation as a leader in biomedical research. Parity in academic leadership for women and other groups underrepresented in science and medicine will seed the culture change necessary for inclusive excellence: environments in which individuals from all backgrounds thrive in their pursuit of new knowledge to benefit human health.In this Invited Commentary, the author describes the National Institutes of Health's (NIH's) current system-wide framework and tools for creating cultures of inclusive excellence through a set of guiding principles and integrated strategies. Successful efforts will recognize that individually focused solutions are necessary but not sufficient for institutional culture change. In keeping with a systems approach are implementing accountability and transparency; establishing clear metrics of inclusion, diversity, and equity; tracking and evaluating such metrics; as well as tying these metrics to institutional reward systems. These essential steps to institutional culture transformation require strong partnerships between NIH and the academic community. The author argues that with committed vision, focus, and energy, success is attainable, and soon.
20 citations
TL;DR: In this paper, the authors explored how New Zealand Police used story-telling as a crucial driver of co-creation in order to affect a major culture change, using evidence from over 240 semi-structured interviews.
Abstract: This paper explores how New Zealand Police used story-telling as a crucial driver of co-creation in order to affect a major culture change. Using evidence from over 240 semi-structured interviews, ...
13 citations
TL;DR: There is some evidence that culture change practices can help reduce the risk of increasing some types of deficiencies, but the impact of increases in each culture change domain related differently to different types ofiencies.
Abstract: Background and objectives Nursing home (NH) adoption of culture change practices has substantially increased in recent decades. We examined how increasing adoption of culture change practices affected the prevalence of health, severe health, and quality of life (QoL) deficiencies. Research design and methods Novel data on culture change practice adoption from a nationally representative NH panel (N = 1,585) surveyed in 2009/2010 and 2016/2017 were used to calculate change in practice adoption scores in 3 culture change domains (resident-centered care, staff empowerment, physical environment). These data were linked to data on health, severe health, and QoL deficiencies and facility-level covariates. Multinomial logistic regression models, with survey weights and inverse probability of treatment weighting, examined how increased culture change practice adoption related to change in deficiencies. Results We generally observed less increase in deficiencies when culture change practices increased. However, after weighting and controlling for baseline deficiencies and culture change scores, we found few statistically significant effects. Still, results show increased physical environment practices resulted in a higher likelihood of decreases or no change (vs increases) in QoL deficiencies; increased resident-centered care practices resulted in decreases or no change (vs increases) in health deficiencies; and increased staff empowerment practices resulted in a higher likelihood of no change (vs increases) in severe health deficiencies. Discussion and implications This study provides some evidence that culture change practices can help reduce the risk of increasing some types of deficiencies, but the impact of increases in each culture change domain related differently to different types of deficiencies.
11 citations
06 May 2020
Abstract: Theoretical considerations that choose to make reference to the institutional and cultural considerations presuppose that these are in an optimal form. However, this is not the case in the real world. This chapter argues that the coevolution requirements of institutional and culture change are critical for economic outcomes. When institutions and culture coevolve in an optimal pattern, economic development and growth are facilitated. In contrast, when institutions and culture deviate from the optimal pace of coevolution, incompatible alterations of institutions and culture may end up causing an inability of the policy designers to implement the required changes in institutions and/or cultural behaviors. The result can be a series of failing attempts to implement a modernized progrowth framework of institutional settings and cultural behaviors. Using a dataset of 80 countries for the period 1981-2019, the analysis concludes that institutions and culture are complements--and not substitutes--in terms of their role in economic development, as when both sizes are strong it leads to higher levels of GDP per capita. When either or both of them are at a weak level, economic development is much lower.
10 citations
TL;DR: A minimum reporting standard is proposed and a large-scale analysis of open access progress across 1,207 institutions world-wide that shows substantial progress being made is presented, detects responses that coincide with policy and funding interventions and presents a top-100 of global universities.
Abstract: Open Access to research outputs is becoming rapidly more important to the global research community and society. Changes are driven by funder mandates, institutional policy, grass-roots advocacy and culture change. It has been challenging to provide a robust, transparent and updateable analysis of progress towards open access that can inform these interventions, particularly at the institutional level. Here we propose a minimum reporting standard and present a large-scale analysis of open access progress across 1,207 institutions world-wide that shows substantial progress being made. The analysis detects responses that coincide with policy and funding interventions. Among the striking results are the high performance of Latin American and African universities, particularly for gold open access, whereas overall open access levels in Europe and North America are driven by repository-mediated access. We present a top-100 of global universities with the world’s leading institutions achieving around 80% open access for 2017 publications.
TL;DR: A novel, creative approach, verbatim theater, is used to highlight the complexity of healthcare workplaces, encourage critical reflection, and support long-term culture change in the health workplace.
Abstract: Problem: The mistreatment of medical and nursing students and junior health professionals has been reported internationally in research and the media. Mistreatment can be embedded and normalized in hierarchical healthcare workplaces, limiting the effectiveness of policies and reporting tools to generate change; as a result, some of those who experience mistreatment later perpetuate it. We used a novel, creative approach, verbatim theater, to highlight the complexity of healthcare workplaces, encourage critical reflection, and support long-term culture change. Intervention: Verbatim theater is a theater-for-change documentary genre in which a playscript is devised using only the words spoken by informants. In 2017, 30 healthcare students and health professionals were recruited and interviewed about their experience of work and training by the multidisciplinary Sydney Arts and Health Collective using semi-structured interviews. Interview transcripts became the primary material from which the script for the verbatim theater play 'Grace Under Pressure' was developed. The performing arts have previously been used to develop the communication skills of health professional students; this esthetic expression of the real-life effects of healthcare workplace culture on trainees and students was implemented to stimulate consciousness of, and dialogue about, workplace mistreatment in healthcare work and training. Context: The play premiered at a major Sydney theater in October 2017, attended by the lay public and student and practicing health professionals. In November 2017, three focus groups were held with a sample of audience members comprising healthcare professionals and students. These focus groups explored the impact of the play on reflection and discussion of healthcare culture and/or promoting culture change in the health workplace. We analyzed the focus group data using theoretical thematic analysis, informed by Turner's theory of the relation between 'social' and 'esthetic' drama to understand the impact of the play on its audience. Impact: Focus group members recognized aspects of their personal experience of professionalism, training, and workplace culture in the play, Grace Under Pressure. They reported that the play's use of real-life stories and authentic language facilitated their critical reflection. Participants constructed some learning as 'revelation,' in which the play enabled them to gain significant new insight into the culture of health care and opened up discussions with colleagues. As a result, participants suggested possible remedies for unhealthy aspects of the culture, including systemic issues of bullying and harassment. A small number of participants critiqued aspects of the play they believed did not adequately reflect their experience, with some believing that the play over-emphasized workplace mistreatment. Lessons Learned: Verbatim theater is a potent method for making personal experiences of healthcare workplace and training culture more visible to lay and health professional audiences. In line with Turner's theory, the play's use of real-life stories and authentic language enabled recognition of systemic challenges in healthcare workplaces by training and practicing health professionals in the audience. Verbatim theater provides a means to promote awareness and discussion of difficult social issues and potential means of addressing them.
01 Jan 2020
TL;DR: In this article, the authors explore organizational cultural transformation needed for managing knowledge in the context of smart cities and conclude that the cultural transformation required for the development of smart city needs to facilitate the ability to integrate, create and reconfigure both internal and external competences to manage knowledge that originates from within and beyond projects boundaries.
Abstract: Smart cities need to take advantage of the opportunities that the knowledge-based economy and society can bring to the city. Therefore, cities planners and decision makers need to develop cities that take advantage of local knowledge and the intellectual capital of the population. Organizational culture is widely held to be a major barrier to creating and leveraging knowledge. Successful implementation of knowledge management (KM) almost always requires a culture change in order to promote a culture of knowledge sharing and collaboration. Hence, organizations implementing smart cities need to place great emphasis on the need to change organizational culture to pursue effective KM and its successful implementation. However, the management of culture change is a complicated task; its precise nature in smart-city development and the strategies required to be adopted remains underspecified. This study aimed to explore organizational cultural transformation needed for managing knowledge in the context of smart cities. The methodological approach for this study is a systematic review, covering publications on smart cities, KM, and organizational culture. The method used in this study involved three stages: planning the review, conducting the review, and reporting and disseminating the results. The findings revealed three key themes which are: organizational perspectives of smart cities; organizational change, innovation, and digital transformation; and the relationship between organizational culture and KM. The paper concludes that the cultural transformation required for the development of smart cities needs to facilitate the ability to integrate, create and reconfigure both internal and external competences to manage knowledge that originates from within and beyond projects boundaries. This study provides an insight into urban policymakers, planners, and scholars to prepare for the challenges that organizations face in their efforts to manage and implement smart cities successfully.
27 Oct 2020
TL;DR: The Intergovernmental Panel on Climate Change (IPCC) identified three avenues through which climate change will impact human health: directly through the increasing frequency and severity of extreme weather events, indirectly through changes in the ecosystem, and as they are mediated through human institutions as discussed by the authors.
Abstract: The Intergovernmental Panel on Climate Change (IPCC) identifies three avenues through which climate change will impact human health: directly through the increasing frequency and severity of extreme weather events, indirectly through changes in the ecosystem, and as they are mediated through human institutions. Bioarchaeology takes an evolutionary and biocultural approach to human health that puts these scholars in a unique position to provide nuanced perspectives on human behavioral responses in the face of these challenges; this is particularly true in the recognition that social inequality represents a significant risk factor for human health in the context of climate and culture change. Despite its potential, bioarchaeological research has not played a visible role in the scholarly or popular discourse regarding behavioral responses to climate change. In the hopes of generating further discussion and research, this chapter offers a framework—structured by these IPCC categories—for understanding the human impact of climate change in the past, highlighting potentials and acknowledging limitations for making predictions about its impacts in the future.
TL;DR: In this article, the authors present findings from a year-long qualitative study of three primary schools in South-East England, focussing on the importance of leadership in changing the culture of a school.
Abstract: This paper presents findings from a year-long qualitative study of three primary schools in South-East England, focussing on the importance of leadership in changing the culture of a school. In eac...
TL;DR: The authors suggest that those who seek to build a "Culture of Health" refine their understanding of how "culture" is experienced, advocate for policies and practices that break down unhealthy consolidations of power, and innovate solutions to building consensus in a divided nation.
Abstract: The Robert Wood Johnson Foundation's Culture of Health Action Framework aims to "make health a shared value" and improve population health equity through widespread culture change. The authors draw upon their expertise as anthropologists to identify 3 challenges that they believe must be addressed in order to effectively achieve the health equity and population health improvement goals of the Culture of Health initiative: clarifying and demystifying the concept of "culture," contextualizing "community" within networks of power and inequality, and confronting the crises of trust and solidarity in the contemporary United States. The authors suggest that those who seek to build a "Culture of Health" refine their understanding of how "culture" is experienced, advocate for policies and practices that break down unhealthy consolidations of power, and innovate solutions to building consensus in a divided nation.
TL;DR: The demand for a radical overhaul of teacher education in Kosovo led one Faculty of Education to modernize and improve the university-based preparation of teachers, and so deliver a new competence base as mentioned in this paper.
Abstract: Demand for a radical overhaul of teacher education in Kosovo led one Faculty of Education to modernize and improve the university-based preparation of teachers, and so deliver a new competence-base...
TL;DR: An empirical typology of culture change implementation across Minnesota NHs was generated using latent profile analysis based on the survey data from administrators in 102 NHs and variations in NH characteristics and quality outcomes associated with the typology were examined.
Abstract: Culture change in nursing homes (NHs) is a broad-based effort to transform NHs from impersonal institutions to genuine person-centered homes. Culture change practices have been implemented increasingly with varying levels of success. This study (a) generated an empirical typology of culture change implementation across Minnesota NHs using latent profile analysis based on the survey data from administrators in 102 NHs and (b) examined variations in NH characteristics and quality outcomes associated with the typology. Three types of culture change implementation were identified: high performers, average performers, and low performers. The distributions of culture change scores were distinct across the three types, with low performers lagging far behind others in family and community engagement, and end-of-life care. High performers were distinguished through demonstrating better resident quality of life and higher family satisfaction. The findings provide empirical support for policymakers, providers, and advocates to direct culture change expansion and resource allocation.
01 Jan 2020
TL;DR: In this paper, the authors examined the link between the cultural and climate orientations of an organization and the role of HR in inculcating a culture of sustainability in organizations, to promote more responsible organizations.
Abstract: This study provides a close examination of the link between the cultural and climate orientations of an organization and the role of HR in inculcating a culture of sustainability in organizations, to promote more ‘responsible organizations’. Many scholars suggest that the pathway for the adoption of sustainability principles is because of the adoption of a sustainability-oriented organizational culture. Previous research also highlights the critical role of the HR function but has not elaborated on the dimensions of this role. Additionally, very few studies, especially in the Indian scenario, seem to have brought together sustainability, role of HR and organizational culture, linking the three and examining them from an organizational context. Climate, as a construct is studied with culture, as research supports their simultaneous study. A constructivist grounded theory approach has been used. Primary research findings based on interviews conducted reveal that key stakeholders are yet to grasp the benefits of sustainability. Human Resources could play a key role here in educating the stakeholders on the benefits of sustainability and inculcating a ‘sense of ownership’ towards the concept. This study helps us to realise that the traditional business organizations need to focus more on sustainability awareness. Focus on the ‘local context’ has been identified as a crucial factor for maintaining sustainability in organizations, especially in emerging economies. This study helps to understand the dimensions of the HR function to build a culture of sustainability and also identifies focus areas to build a sustainable culture within organizations.
TL;DR: The Baldrige Performance Excellence framework was found to be an effective approach to promote culture change through emphasizing improvement in a public health organization in Tennessee.
Abstract: In 2011, Tennessee was faced with poor state health rankings with newly elected officials promoting customer-focused government. To refocus, the Tennessee Department of Health chose a multiyear plan to adopt, diffuse, and integrate the Malcolm Baldrige Performance Excellence framework. Senior leaders changed the organizational culture using participatory strategic planning coupled with introduction of performance improvement initially led by departmental staff who volunteered for training by the state Baldrige affiliate. New tools and processes were diffused across the department's central and regional offices and county health departments. Departmental units documented performance improvement through hundreds of internal projects and more than 100 innovation-driven Baldrige achievement awards. Over time, performance improvement approaches were integrated into existing departmental programs and new initiatives, leading to additional successful process changes and population health improvements. The department's approach included multiple steps: adopt Baldrige Performance Excellence as means to promote culture change with a goal of improved organizational and population health performance; use the visual Baldrige framework and its categories to underscore inclusiveness, comprehensiveness, and synergies of desired change; choose, invest in, and implement multiple evidence-based management strategies to support culture change toward improvement; and continuously evaluate outcomes, linked to required reports to suppliers (governor and legislators) and customers (public, patients, and partners). The Baldrige Performance Excellence framework was found to be an effective approach to promote culture change through emphasizing improvement in a public health organization.
TL;DR: In this paper, the authors share the experience of one organization on the journey toward a culture and structure of professional governance in the context of nursing professional governance, and discuss challenges, successes, opportunities for improvement, and many lessons learned.
TL;DR: Examination of how people in different roles experienced choice and autonomy in four areas addressed by culture change suggest that it is difficult to balance resident choices with the diverse needs/wants of other residents and safety.
Abstract: Nursing home culture change moves facilities toward person-centered care. The current study examined how people in different roles experienced choice and autonomy in four areas addressed by culture change: consistent assignment, food choice, waking/bedtime routines, and bathing. This descriptive qualitative study included 32 participants from one continuing care retirement community: 10 residents, eight family members, nine direct care workers, and five managers. Interviews were audiotaped, transcribed verbatim, and coded. Codes were grouped around the practice areas and cross-cutting themes. All groups reported choice in all areas. Challenges arose when patient choice and nursing home functions conflicted. Stakeholders disagreed when care needs should supersede choice. Findings suggest that it is difficult to balance resident choices with (a) the diverse needs/wants of other residents and (b) safety. Leaders, such as nurse managers, should provide ongoing education to residents, family, and staff to help negotiate these challenges. [Journal of Gerontological Nursing, 46(5), 9-13.].
30 Dec 2020
TL;DR: The authors examined the role played by formal and informal social relationships in the adoption and diffusion of mask wearing as a pandemic preventive behavior and argued that widespread mask making, organizing, and distribution, and their cascading communication through social networks, played a positive role in this change and further argue that contradictory messaging by social media networks and change agents played a negative role and contributed to anti-mask attitudes and practices.
Abstract: Since the 1918 flu pandemic, wearing masks during illness has been uncommon in the US. With the spread of the COVID-19 virus, however, this practice is changing. From discouragement to adoption and promotion, the rise of mask-wearing behaviors is an unusually rapid cultural practice change. Applying a “diffusion of innovations” and “social capital” approach to recent mask mobilization, this study uses content and corpus analysis methods to examine the role played by formal and informal social relationships in the adoption and diffusion of mask wearing as a pandemic preventive behavior. I argue that widespread mask making, organizing, and distribution, and their cascading communication through social networks, played a positive role in this change and further argue that contradictory messaging by social media networks and change agents played a negative role and contributed to anti-mask attitudes and practices. © 2021 selection and editorial matter, J. Michael Ryan;individual chapters, the contributors.
TL;DR: The Oakden Report documented failures in governance, clinical practice and organisational culture occurring at the Oakden Older Persons Mental Health Service and drew national attention to the care of older people with complex clinical needs as mentioned in this paper.
Abstract: The Oakden Report documented failures in governance, clinical practice and organisational culture occurring at the Oakden Older Persons’ Mental Health Service and drew national attention to the care of older people with complex clinical needs. Responding to the recommendations of the Report, a working group brought together stakeholders to engage in a codesign process involving literature review, gallery walks and focus groups, under the governance of the Oakden Response Oversight Committee. The working group developed a framework as a blueprint for organisational culture reform built around a central philosophy of compassionate relationship-centred care, supported by four priorities: developing a values-based workforce, cultivating psychological safety, facilitating excellence in care and providing transparent accountability. The purpose of the framework was to provide a way forward for South Australian older persons’ mental health services after The Oakden Report, and it may provide insight into similar processes of codesign and culture change in other service contexts. What is known about the topic? Changes to healthcare systems, requiring improved efficiencies and lower costs, are contributing to increasing challenges with staff satisfaction and wellbeing, and consistent delivery of dignified, meaningful care to people and their families. The need to nurture and lead healthcare organisations characterised by compassionate cultures is an increasingly prominent theme in global healthcare literature. The engagement of people with lived experience at all levels of system design supports effective and ethical service development. What does this paper add? This paper illustrates an approach to positive, compassion-focused organisational culture change, developed through codesign, occurring as a reform process following a crisis in service delivery. The paper applies key concepts in a framework that may be applied in a range of services to achieve positive organisational transformation. What are the implications for practitioners? Committed action to develop positive organisational culture characterised by compassionate relationship-centred care will have benefit for healthcare providers and the people who receive care. Keeping people with lived experience at the centre of design and development will support optimal outcomes for all stakeholders.
01 Jan 2020
TL;DR: In this paper, the authors understand the term "culture" to mean the specific and potentially dynamically changing respective backgrounds of client and psychotherapist, encompassing local culture, social background, religion, ethnicity, political, language, family and transgenerational background.
Abstract: The present, fast-moving process of globalisation, culture change, increased mobility and forced migration has led to a global challenge for mental health services, particularly psychotherapy. The significant cultural differences lead to a situation where the training in this specific field of healthcare must be substantially reconsidered. We understand the term “culture” to mean the specific and potentially dynamically changing respective backgrounds of client and psychotherapist, encompassing local culture, social background, religion, ethnicity, political, language, family and transgenerational background. Intercultural aspects of training are particularly relevant in the work with migrants and refugees, but also have relevance to the concepts of psychotherapy in general, and one should pay equal attention to the background of trainers and trainees. Learning psychotherapy in this context is to be seen as a “lifelong learning process” that should extend to post-graduate learning.
TL;DR: In this article, the authors examined scaled culture change attempted across a network of institutions moving toward more enterprise-level changes and attempted to fill the gap by studying the American culture and its effect on the American economy.
Abstract: Little research examines scaled culture change attempted across a network of institutions moving toward more enterprise-level changes. This study attempts to fill that gap by studying the American ...
01 Jan 2020
TL;DR: In this article, the authors look at the processes and practices of communicating science in a policy context in order to get the message across to broader audiences, affecting or affected by policymaking.
Abstract: Given that “evidence does not speak for itself”, this chapter looks at the processes and practices of communicating science in a policy context in order to get the message across to broader audiences, affecting or affected by policymaking. Such communication is necessary to build support for the uptake of scientific evidence in policymaking, to inform people about how the science behind the policies impacts their life and to improve public understanding of science. This type of communication requires that scientists, communicators and management work hand in hand from the beginning to (1) identify objectives, (2) define audiences, (3) and agree on tools and coordination. In other words, communication must stop being a mere afterthought and must instead be a joint venture of scientists and communicators right from the start of the research. To make it happen, often radical culture change is necessary, supported by appropriate planning, training, trust-building and high level management guidance. While this is difficult, it can also support the transition to Science for Policy 2.0 by exposing researchers to novel ways of communicating and thinking about their research. The chapter covers approaches to different types of audiences (senior policymakers, members of parliaments and other politicians; journalists and social media influencers; local communities), and gives advice on clear writing, visual communication, and tailoring the message.”
22 Sep 2020
TL;DR: In this article, the design and delivery of the Engagement Academy at Imperial College London was discussed. And the authors propose that these areas of disconnect within and across universities may also be structurally necessary, and potentially even a source of rich public engagement.
Abstract: A number of ‘gaps’ may be present within public engagement with research – disparity of skills, priorities and knowledge between research staff and engagement practitioners, as well as differences between institutional ambition and departmental reality. Such gaps are often perceived as problems – deficits to be addressed through training and culture change initiatives. The design and delivery of Imperial College London’s Engagement Academy with 12 members of research, teaching and professional services staff sought to explore and work across such gaps. We propose that these areas of disconnect within and across universities may be challenging, but they may also be structurally necessary, and potentially even a source of rich public engagement.
01 Mar 2020
TL;DR: Using this tool and prioritising patient safety, enables rapid and effective positive change to the culture and shape of expanding practices, and affirms that new models of working at scale in GP can be positively embraced with improvements in safety culture.
Abstract: Background The rapid merger in a crisis of three GP practices to incorporate the patients from a neighbouring closing surgery, led to the redesign of primary care provision. A deliberate focus on patient safety and staff engagement was maintained throughout this challenging transition to working at scale in an innovative, integrated and collaborative GP model. Method 3 cycles of a staff culture tool (Safety, Communication, Organizational Reliability, Physician & Employee burn-out and Engagement) were performed at intervals of 9–12 months with structured feedback and engagement with staff after each round. The impact of different styles of feedback, the effect of specific interventions, and overall changes in safety climate and culture domains were observed in detail throughout this time period. Results Strong themes demonstrated were that: there was a general improvement in all culture domains; specific focus on teams that expressed they were struggling created the most effective outcomes; an initial lack of trust of the management structure improved; adapting and tailoring the styles of feedback was most efficacious; and burn-out scores dropped progressively. A unique observation of the rate at which different modalities of safety climate and culture change with time is demonstrated. Conclusion With limited time, resources and energy, especially at times of crisis or change, the rapid and accurate identification of which domains of ‘culture’ and which teams required the most input at each stage of the journey is invaluable. Using this tool and prioritising patient safety, enables rapid and effective positive change to the culture and shape of expanding practices. It affirms that new models of working at scale in GP can be positively embraced with improvements in safety culture, if this is deliberately focused on and included in the transition process.