Showing papers on "Culture change published in 2021"

Learning as a key leverage point for sustainability transformations: a case study of a local government in Perth, Western Australia

Abstract: This paper presents a case study about embedding sustainability into a local government in Perth, Western Australia, through the introduction of a sustainability policy and the accompanying education and culture change program. This longitudinal case study describes the approach and impact of the program initiated and delivered by internal officers between 2011 and 2016. The use of personal experience, document review and staff interviews present an ethnography of a bureaucracy that casts some light upon the seldom seen inner workings of a local government organisation as it introduced a sustainability program over a period of more than 5 years. The case study provides evidence of the potential power of learning as a key leverage point for transformational sustainability change.

Separate and Unequal: A Time to Reimagine Dementia.

Abstract: The rapid emergence of COVID-19 has had far-reaching effects across all sectors of health and social care, but none more so than for residential long-term care homes. Mortality rates of older people with dementia in residential long-term care homes have been exponentially higher than the general public. Morbidity rates are also higher in these homes with the effects of government-imposed COVID-19 public health directives (e.g., strict social distancing), which have led most residential long-term care homes to adopt strict 'no visitor' and lockdown policies out of concern for their residents' physical safety. This tragic toll of the COVID-19 pandemic highlights profound stigma-related inequities. Societal assumptions that people living with dementia have no purpose or meaning and perpetuate a deep pernicious fear of, and disregard for, persons with dementia. This has enabled discriminatory practices such as segregation and confinement to residential long-term care settings that are sorely understaffed and lack a supportive, relational, and enriching environment. With a sense of moral urgency to address this crisis, we forged alliances across the globe to form Reimagining Dementia: A Creative Coalition for Justice. We are committed to shifting the culture of dementia care from centralized control, safety, isolation, and punitive interventions to a culture of inclusion, creativity, justice, and respect. Drawing on the emancipatory power of the imagination with the arts (e.g., theatre, improvisation, music), and grounded in authentic partnerships with persons living with dementia, we aim to advance this culture shift through education, advocacy, and innovation at every level of society.

Course Coordination as an Avenue to Departmental Culture Change

Abstract: Our department has experienced a significant culture transformation in its approach to teaching. This change is primarily the result of sustained focus on reforming two heavily coordinated sequence...

Fostering Cultures of Sustainability in a Multi-Unit Office Building: A Theory of Change.

Abstract: Psychological approaches to fostering sustainability are heavily focused on individual behaviours and often insufficiently address the physical and social contexts individuals are embedded in. This limits the ability to create meaningful long-lasting change as many of day-to-day behaviours are social practices embedded in broader cultural norms and systems. This is particularly true in the work context, where organizational cultures heavily condition both the actions of individual employees and the collective actions of organizations. Thus, we argue cultures, not behaviours, must become the focus of sustainability change efforts. In this paper we present a theory of change aimed at fostering strong organizational cultures of sustainability within a high-performance multi-tenant office building. Our theory takes a systems perspective that incorporates the social and physical aspects of the work environment, and views culture change as a co-creative exercise involving engagement of multiple stakeholders. The paper concludes with implications for practice and research.

Promoting Cybersecurity Culture Change in Healthcare

Abstract: Cybersecurity problems have traditionally been addressed through technological solutions and staff training. Whilst technology can reduce or remove some weaknesses some attacks specifically target human users. Whilst training can educate staff on how to behave more securely, this is often not sufficient to promote actual secure behaviours . Knowing what to do is necessary but not sufficient. It is also necessary to remove barriers to the required behaviour and to intervene in a way that affords behaviour change. This is particularly true in healthcare, where environmental factors including time pressure, and staff fatigue can create barriers for cybersecurity behaviour change. Technology and training are only a partial solution. Only by taking a more holistic approach which encompasses technology, people and processes and addressing the culture change needed to facilitate more secure behaviours will any progress be made in the workplace. We conducted a series of in-depth interviews and workshops with staff across 3 healthcare organisations in Italy, Crete and Ireland. This paper reflects on our main findings, including key requirements for future cybersecurity interventions. We used this reflection to develop a secure behaviour toolkit to help healthcare organisations identify problematic behaviours, co-create interventions to increase secure staff behaviour being mindful that sometimes culture change is necessary to enable the required security behaviours. The toolkit also provides a means to evaluate the interventions identified and the final implementation of the intervention.

The Relationships of Nursing Home Culture Change Practices With Resident Quality of Life and Family Satisfaction: Toward a More Nuanced Understanding.

Abstract: Transforming nursing homes (NHs) from restrictive institutions to person-centered homes, referred to as NH culture change, is complex and multifaceted. This study, based on a survey of administrato...

Towards developing a comprehensive conceptual understanding of positive hospital culture and approaches to healthcare organisational culture change in Australia.

Abstract: Purpose The key aim of this narrative literature review, therefore, is to identify the key conceptual categories that inform the construction of positive person-centred culture within hospitals, and how these frameworks are brought to bear upon organisational culture within healthcare systems in Australia. Design/methodology/approach This narrative review presents a thematic synthesis of literature identified through a systematic search protocol undertaken across 19 academic databases and Google Scholar as an additional search tool. Thematic qualitative analysis was performed on the research results to determine the common themes within the diverse literature presented within this study. Findings Culture change interventions in hospitals attempt to address the problem of widespread unprofessional behaviour within healthcare systems. However, diverse definitions and seemingly fragmented approaches to understanding and enacting organisational culture change present a significant hurdle in achieving cohesive and sustainable healthcare reform. This narrative literature review offers a comprehensive conceptual view of the key approaches that inform positive person-centred culture within hospital settings. In total, three primary dimensions, belonging, behaving and being, aligned against organisational goals, individual behaviours and worker as well as organisational identity were identified. Other individual and group interactional dynamics that give rise to negative organisational culture are further analysed to understand the fault lines along which existing culture change interventions are typically operationalised. Research limitations/implications This review is not exhaustive and is limited in its methodological scope. The central values and themes identified within the literature are integral to designing humanised healthcare systems. However, owing to the qualitative nature and contextual variability of these factors, these themes do not lend themselves to replicable quantification. Social implications This analysis contributes to foundational research efforts towards transforming healthcare practice to be more aligned with humanised and equitable values within increasingly complex healthcare organisational settings. Designing culture change interventions that align more suitably with the values-driven categories identified in this literature review may increase the effectiveness and sustainability of these interventions and reform efforts at organisational and systemic levels. Originality/value This article presents a comprehensive framework to approach healthcare organisational reform through shared and equitable models of operation, management and governance rather than continuing to promote narrowly defined outcomes derived from commodified models of healthcare practice.

On the Journey Toward Health Equity: Data, Culture Change, and the First Step

Abstract: Leaders at Intermountain Healthcare are emphasizing data collection and analysis as an essential means to help discover inequities, shape solutions, and measure the success or failure of those efforts.

Insights from recreation and leisure practitioners regarding disparities of advancing long-term care culture change

Abstract: Culture change in long-term care (LTC) signals a shift from a medical model of care to a social, relational model of caring to support the creation of strong compassionate communities and promote q...

Change agents’ experiences of implementing a new organizational culture in residential care for older people: A qualitative study:

Abstract: Culture change in organizations may affect employees and change agents are often a forgotten resource; their perspective is often overlooked in research. The aim of the study was to illuminate expe...

Strengthening nursing, midwifery and allied health professional leadership in the UK – a realist evaluation

Abstract: This paper aims to share the findings of a realist evaluation study that set out to identify how to strengthen nursing, midwifery and allied health professions (NMAHP) leadership across all health-care contexts in the UK conducted between 2018 and 2019. The collaborative research team were from the Universities of Bangor, Ulster, the University of the West of Scotland and Canterbury Christ Church University.,Realist evaluation and appreciative inquiry were used across three phases of the study. Phase 1 analysed the literature to generate tentative programme theories about what works, tested out in Phase 2 through a national social media Twitter chat and sense-making workshops to help refine the theories in Phase 3. Cross-cutting themes were synthesised into a leadership framework identifying the strategies that work for practitioners in a range of settings and professions based on the context, mechanism and output configuration of realist evaluation. Stakeholders contributed to the ongoing interrogation, analysis and synthesis of project outcomes.,Five guiding lights of leadership, a metaphor for principles, were generated that enable and strengthen leadership across a range of contexts. – “The Light Between Us as interactions in our relationships”, “Seeing People’s Inner Light”, “Kindling the Spark of light and keeping it glowing”, “Lighting up the known and the yet to be known” and “Constellations of connected stars”.,This study has illuminated the a-theoretical nature of the relationships between contexts, mechanisms and outcomes in the existing leadership literature. There is more scope to develop the tentative programme theories developed in this study with NMAHP leaders in a variety of different contexts. The outcomes of leadership research mostly focussed on staff outcomes and intermediate outcomes that are then linked to ultimate outcomes in both staff and patients (supplemental). More consideration needs to be given to the impact of leadership on patients, carers and their families.,The study has developed additional important resources to enable NMAHP leaders to demonstrate their leadership impact in a range of contexts through the leadership impact self-assessment framework which can be used for 360 feedback in the workplace using the appreciative assessment and reflection tool.,Whilst policymakers note the increasing importance of leadership in facilitating the culture change needed to support health and care systems to adopt sustainable change at pace, there is still a prevailing focus on traditional approaches to individual leadership development as opposed to collective leadership across teams, services and systems. If this paper fails to understand how to transform leadership policy and education, then it will be impossible to support the workforce to adapt and flex to the increasingly complex contexts they are working in. This will serve to undermine system integration for health and social care if the capacity and capability for transformation are not attended to. Whilst there are ambitious global plans (WHO, 2015) to enable integrated services to be driven by citizen needs, there is still a considerable void in understanding how to authentically engage with people to ensure the transformation is driven by their needs as opposed to what the authors think they need. There is, therefore, a need for systems leaders with the full skillset required to enable integrated services across place-based systems, particularly clinicians who are able to break down barriers and silo working across boundaries through the credibility, leadership and facilitation expertise they provide.,The realist evaluation with additional synthesis from key stakeholders has provided new knowledge about the principles of effective NMAHP leadership in health and social care, presented in such a way that facilitates the use of the five guiding lights to inform further practice, education, research and policy development.

Missing the Point: A Critical Reflection on Operation HONOUR and Reactions to Military Sexual Misconduct by Veterans of the Canadian Armed Forces

Abstract: While there has undoubtedly been progress made in regards to the inclusion of women and LGBTQ+ individuals as full members of the Canadian Armed Forces (CAF), it is questionable as to whether the organizational culture has shifted since these efforts were initiated almost thirty years ago. This article argues that resistance to culture change is based in sexist beliefs and attitudes, which are most noticeable in discussions related to Operation HONOUR, the CAF initiative meant to purposefully change military culture in an effort to eliminate sexual misconduct. The article critically reflects on how the CAF has presented results from surveys aimed at examining the beliefs and perceptions of current serving members in regards to sexual misconduct in the military. It argues that the CAF is missing key points of analysis, particularly in failing to identify and analyse the beliefs, attitudes, and behaviours that make up a problematic and misogynistic military culture. To address this, the article presents a taxonomy of sexism to help understand the attitudes of soldiers and veterans. Based on this taxonomy and informed by long-term and ongoing ethnographic research, the article then outlines a spectrum of behavioural archetypes, namely: (1) allyship to victims, (2) willful blindness to the prevalence of and harms caused by military sexual misconduct, and (3) a negative and misogynistic response tied to what has been termed as toxic masculinity. Understanding these behaviours and their embeddedness in veterans’ self-perceptions and the military’s culture is key to achieving CAF culture change in the context of systemic sexual misconduct.

Longitudinal evaluation of a programme for safety culture change in a mental health service

Abstract: Aim To evaluate whether a two-part culture improvement programme aimed at nurses in clinical and managerial positions in an inpatient mental health service was associated with culture change, and safety-related behaviour and knowledge improvements. Background Due to serious failings in the delivery of physiological care to mentally disordered inpatients, it was deemed important that interventions be applied to improve service culture. Methods A pre-test and post-test study was conducted to evaluate change associated with a mandated intervention aimed at culture change. Nurses in clinical and managerial positions at all levels attended relevant sessions. All were invited to participate in evaluation measures. Results N = 241 nurses participated in the evaluation (n = 137 and n = 104, pre-test and post-test, respectively). There was a small but significant change in organisational culture indicating greater adhocracy and less clan culture in the second survey period and a small decline in reported safety behaviour. Measures of safety culture, knowledge and emergency-related educational satisfaction were unchanged. Conclusion Only a small change in measured culture was associated with the programme. Implications for nursing management Attempts to evaluate culture change need to align anticipated outcomes with appropriate outcome measures. A mandated programme of culture change had little tangible effect on the outcomes measured.

Data-driven quality improvement, culture change, and the high reliability journey at a special hospital for people with medically complex developmental disabilities

Abstract: The journey towards high-reliability care is challenging for any organization, but particularly so for one whose ethos has historically straddled the healthcare and human services cultures without ...

One year with the COVID-19 pandemic - Lessons learnt? Intersectoral collaboration measures established during the crisis could benefit capacity and patient flow management in daily clinical practice.

Abstract: Purpose The COVID-19 pandemic has changed the way hospitals work. Strategies that were detached from the boundaries of departments and responsibilities in the COVID-19 pandemic have proven themselves under extreme conditions and show a beneficial influence on patient flow and resource management as well as on the communication culture. The continuation of closer interdisciplinary and cross-sectoral co-operation in a "new clinical routine" could have a positive impact on personnel concepts, communication strategies, and the management of acute care capacities and patient pathways. Design/methodology/approach The aim of the paper is to critically discuss the knowledge gained in the context of the COVID-19 pandemic from the various approaches in patient flow and capacity management as well as interdisciplinary co-operation. More recent research has evaluated patient pathway management, personnel planning and communication measures with regard to their effect and practicability for continuation in everyday clinical practice. Findings Patient flows and acute care capacities can be more efficiently managed by continuing a culture change towards closer interdisciplinary and intersectoral co-operation and technologies that support this with telemedicine functionalities and regional healthcare data interoperability. Together with a bi-directional, more frequent and open communication and feedback culture, it could form a "new clinical routine". Originality/value This paper discusses a holistic approach on the way away from silo thinking towards cross-departmental collaboration.

Ecological and Developmental Perspectives on Social Learning

Abstract: In this special issue of Human Nature we explore the possible adaptive links between teaching and learning during childhood, and we aim to expand the dialogue on the ways in which the social sciences, and in particular current anthropological research, may better inform our shifting understanding of how these processes vary in different social and ecological environments. Despite the cross-disciplinary trend toward incorporating more behavioral and cognitive data outside of postindustrial state societies, much of the published cross-cultural data is presented as stand-alone population-level studies, making it challenging to extrapolate trends or incorporate both ecological and developmental perspectives. Here, contributors explore how human life history, ecological experience, cumulative culture, and ethnolinguistics impact social learning and child development in foraging and transitioning societies around the world. Using historical ethnographic data and qualitative and quantitative data from studies with contemporary populations, authors interrogate the array of factors that likely interact with cognitive development and learning. They provide contributions that explore the unique environmental, social, and cultural conditions that characterize such populations, offering key insights into processes of social learning, adaptive learning responses, and culture change. This series of articles demonstrates that children are taught culturally and environmentally salient skills in myriad ways, ranging from institutionalized instruction to brief, nuanced, and indirect instruction. Our hope is that this collection stimulates more research on the evolutionary and developmental implications associated with teaching and learning among humans.

Tackling student drinking within the drinking subculture of a university sports competition: a culture change approach

Abstract: This paper explores the impact of a suite of alcohol culture change interventions implemented by Deakin University in Melbourne, Australia. The interventions were designed to change the alcohol culture at a bi-annual nation-wide university multi-sport competition known as Uni Nationals. This study aims to understand the critical success factors of the alcohol culture change initiatives that were developed by the university and implemented as part of a broader set of institutional practices.,A qualitative research design utilised in-depth, semi-structured interviews with nine Uni Nationals student team leaders. In total, two group interviews and four individual interviews were conducted with student team leaders who participated in the Uni Nationals. The interview transcripts were coded and themed. The themes were further refined and interpreted into a narrative. A total of two transcripts were independently coded by the first two authors. Discordant coding was flagged and discussed until a consensus was achieved. The remaining interviews were coded by the first author and discussed with the second author to ensure consistency. A socio-ecological framework was used to understand perceived changes to alcohol culture.,Student leaders were aware of and felt supported by the university-wide approach to changing the culture of Uni Nationals. Overall, the qualitative study indicated that students were positive about the alcohol culture change interventions. The leadership training that engaged team leaders in interactive activities had the greatest impact. Student leaders found the targeted messages, mocktail events and Chef de Mission (CdM) less effective cultural change strategies. However, they helped to establish expectations of students in this setting where a heightened focus on sport was associated with higher alcohol consumption.,While there has been growing academic interest in exploring “drinking cultures”, there has been relatively little focus on alcohol culture of university students at sporting events. The paper contributes to addressing this gap by shedding light on the impact of a group of interventions on the drinking culture of the Uni Nationals subculture.

New Technologies Supporting the Shift to User-Led Approaches in Social Services: A Study of the Implementation of Baromètre

Abstract: User-led approaches are increasingly common in the field of social services and call for significant change in social service culture and practices. This research1 aims to study the implementation ...

Building a Culture of Prevention: Tasks for Multi-Taskers.

Abstract: Building a culture of prevention presents many challenges, all of which originate from and refer back to both strengths and weaknesses of this effort. In this invited commentary, I provide an overview of these challenges and remaining open questions extracted from the original contribution enclosed in the special issue. Crucial questions that need to be addressed are the use of formal models of a "culture of prevention"; how the interplay of local values, alliances, and co-creational processes can be reflected in other experiences; and evaluation of the culture change itself.

Against the current: Cultural psychology and culture change management:

Abstract: Since the 1980s, psychologists and management scholars have contributed significantly to the popularity of the idea of culture in organizations. A common and tenacious pitfall surrounding this idea...

Promoting Culture Change Within Organizations.

Abstract: * Abbreviations: BIPOC — : Black, indigenous, and/or people of color COVID-19 — : coronavirus disease 2019 GPS — : greater purpose statement M&M — : morbidity and mortality Women physicians add value to health care organizations yet continue to lag behind men in career growth and leadership roles, in large part because of factors related to organizational culture. Promotion of culture change can facilitate equal access for both women and men to opportunities and resources. In this article, we identify and address the long-standing and urgently escalating need for culture change in medicine through the use of representative cases. Strategies are provided describing how to initiate and manage culture change. Examples of both process and outcome of such change include equal support for job positions, promotions, pay, and inclusion in decisions and discussions. The intersections of culture change and identified imperatives with respect to race, gender, and historically excluded and marginalized groups are specifically addressed. Finally, mechanisms of culture change are identified, as well as areas of opportunity to aid the long overdue evolution of medical culture toward one of inclusivity and equity. Women physicians bring added value to health care organizations yet continue to lag behind men in career growth and leadership roles, in large part because of factors related to organizational culture.1 Organizational culture is defined as the shared values, beliefs, or perceptions held by employees that drive interactions and functions within an organization or organizational unit. Shanefelt et al2 described these “shared and fundamental beliefs, normative values, and related social practices of a group” as “so widely accepted that they are implicit and no longer scrutinized.” Culture influences how physicians practice medicine, engage with colleagues, measure success, and even value their own contributions. Specific to medicine, culture change … Address correspondence to Bridgette L. Jones, MD, MS, Children’s Mercy Kansas City, 2401 Gillham Rd, Kansas City, Missouri 64108. E-mail: bljones{at}cmh.edu

Women and Digital Economy: Culture Change or Perpetuation of Inequalities?

Abstract: The transformation of the digital economy into an opportunity for women goes through complexities related to political, economic, social, cultural, customary, and family issues. As a consequence, the vulnerable groups of women are closer to acquiring the skills needed to access jobs but, on the other hand, these are unstable and shallow digital jobs that do not guarantee their exit from employment exclusion. In this article, data collected by the program "WOMEN4IT-20" are presented, followed by a discussion on delving into the prospects and plans of the program for the immediate future. The article concludes that women have equal access to the digital economy, as the digital age belongs to women equally.

Creation of Quality Management Systems: Frameworks for Performance Excellence

Abstract: As healthcare organizations, and more specifically hospitals, work to be competitive in a value-based financial system, the quality of services and related outcomes becomes paramount. To achieve the goals of safer and higher quality care at lower cost, it is imperative that organizations put in place the structures to support, drive, and sustain improvements. For hospitals that are new to this journey, there are key elements of Quality Management Systems that need to be addressed. Not only do these areas of focus include quality and safety but also culture change, oversight by senior leaders, and a definite focus on workforce and the customer. What follows is a discussion of the philosophy and operational pieces of a Quality Management System and how they lead to performance excellence for hospitals and healthcare organizations.

Fostering Interdisciplinary Data Cultures through Early Career Development: The RDA/US Data Share Fellowship

Abstract: Openness and interdisciplinarity in research and data are among the challenges that are frequently discussed in the context of changing scientific and scholarly practices. Gradually, the visions of open and widely shared data are being reconciled with complex realities that stem from the disciplinary differences in data cultures. In this paper we discuss interdisciplinarity through data as a way to create research environments that are more flexible and, as a result, more amenable to change. We report our findings from facilitating and evaluating a data-oriented early-career fellowship program that was administered as part of the Research Data Alliance (RDA), a global organization that aims to enable open sharing and re-use of data. We identify ways to foster interdisciplinary data cultures among the future researchers and professionals and propose recommendations for future programs. While the short-term early career programs cannot address the systemic factors that impact openness and interdisciplinarity, such as the systems of reward and recognition or the funding structures, they can introduce mechanisms that support diversity, learning, and leadership and, ultimately, contribute to a culture change.

Культурна сфера та економічний розвиток сучасного міста

Abstract: Modern cities face with numerous environmental, social and economic problems. There is competition between companies and states, regions and cities that strive to innovation, attracting new human resources. The potential of the creative cultural sector is increasingly taken into account. The relevance of the study is to identify culture as extremely important sphere for strengthening the economic position of the city. Modern culture seeks independent development, as its importance is due to the decisive influence on the intellectual and creative potential of society, the formation of the culture of the city and its economy. The purpose of the article will be to understand the features of a modern creative city and identify its catalysts (clusters, cultural projects, creative groups, etc.), which help to overcome economic backwardness and turn culture and the city into promising districts. The research methodology is based on the application of general scientific and special methods of cognition, in particular analysis, comparison, logical method, method of systematization, modeling of research data. Research results. Today, the economy and culture are closely linked. Values, beliefs and cultural achievements significantly affect the economic situation of cities. The cultural sphere contributes to urban savings. Such components of culture as event business, cultural projects, revitalization, competitions, statuses, etc. significantly affect economic growth. Today, the economy and culture are two intersecting circles, and at the center of these circles is a creative and enterprising person. It has a positive effect on beliefs that contribute to the free market and improve the institutional structure. The constituent elements of culture change with the development of cities and penetrate deeper into economic processes. It is important for the full and large-scale development of culture to understand its importance at the level of urban policy, which would provide for maximum use of local potential, compliance with European values. It is this understanding of culture that will contribute to its impact on economic performance. The practical value of the article is that the results can be used to study the role of the cultural sphere in the economic stabilization of not only some cities but also regions and states.