Showing papers on "Culture change published in 2022"

Making Culture Change Happen

Abstract: Healthcare policy frequently invokes notions of cultural change as a means of achieving improvement and good-quality care. This Element unpacks what is meant by organisational culture and explores the evidence for linking culture to healthcare quality and performance. It considers the origins of interest in managing culture within healthcare, conceptual frameworks for understanding culture change, and approaches and tools for measuring the impact of culture on quality and performance. It considers potential facilitators of successful culture change and looks forward towards an emerging research agenda. As the evidence base to support culture change is rather thin, a more realistic assessment of the task of cultural transformation in healthcare is warranted. Simplistic attempts to manage or engineer culture change from above are unlikely to bear fruit; rather, efforts should be sensitive to the complexity and highly stratified nature of culture in an organisation as vast and diffuse as the NHS. This title is also available as Open Access on Cambridge Core.

Exploring the Criterion Validity of Pragmatic Person-Centered Care/Culture Change Measures

Abstract: Background Nursing homes (NHs) are required to provide person-centered care, efforts often folded into broader culture change initiatives. Despite the known benefits of culture change, it is difficult to measure. This study aims to assess the criterion validity of the Preferences for Everyday Living Inventory (PELI) Implementation Indicator with other culture change measures. Methods Using data from Ohio-based NHs (n = 771), logistic regression techniques demonstrated the relationship between the PELI Implementation Indicator and two validated culture change measures, the Resident Preferences for Care (RPC) and Certified Nursing Assistant (CNA) Empowerment scales. Results There was a significant relationship between the two scales and complete PELI implementation holding all other variables constant. The RPC and CNA Empowerment scales were significantly associated with complete PELI implementation. Discussion Findings suggest that the PELI Implementation Indicator can be used as a pragmatic indicator of a community’s adoption of person-centered care and culture change.

Who’s Got the Power: Systems, Culture, and Influence in Higher Education Change Leadership

Abstract: American higher education has managed to maneuver monumental periods of seismic change throughout the country’s history. Recent demographic, political, and ideological shifts within the internal and external environments of higher education indicate that the field is approaching yet another significant period of change; one that could require institutions to undergo significant structural and cultural redesign. The literature on change leadership and organizational theory suggests that those in senior-level leadership roles at institutions are often best positioned to encourage, implement, and lead change initiatives. But what are the actual lived experiences of senior administrators during change processes at the individual, institutional, and spherical level in higher education? This qualitative study examines the experiences of six senior-level administrators at American higher education institutions during periods of internal and external change. The participants described how internal and external factors impacted their perceived influence in implementing, and leading structural and cultural change at various levels within the field. Future studies might consider an examination of the practical influence and/or preparedness of higher education leaders to guide forecasted change initiatives within the field.

Embedding a Coaching Culture into Programmatic Assessment

Abstract: Educational change in higher education is challenging and complex, requiring engagement with a multitude of perspectives and contextual factors. In this paper, we present a case study based on our experiences of enacting a fundamental educational change in a medical program; namely, the steps taken in the transition to programmatic assessment. Specifically, we reflect on the successes and failures in embedding a coaching culture into programmatic assessment. To do this, we refer to the principles of programmatic assessment as they apply to this case and conclude with some key lessons that we have learnt from engaging in this change process. Fostering a culture of programmatic assessment that supports learners to thrive through coaching has required compromise and adaptability, particularly in light of the changes to teaching and learning necessitated by the global pandemic. We continue to inculcate this culture and enact the principles of programmatic assessment with a focus on continuous quality improvement.

Scratching beneath the surface: How organisational culture influences curricular reform

Abstract: Curricular reform is often proposed as the means to improve medical education and training. However, reform itself may not lead to noticeable change, possibly because the influence of organisational culture on change is given insufficient attention. We used a national reform of early‐years surgical training as a natural opportunity to examine the interplay between organisational culture and change in surgical education. Our specific research question was: in what ways did organisational culture influence the implementation of Improving Surgical Training (IST)?

Renewing models for change

Abstract: Purpose This paper aims to contribute to discussion around the need for improved models for change in a rapidly changing world. It also aims to provide insights for further discussion around how a Nordic management approach can relate to the need for new change ideas. Since Lewin proposed that change requires unfreezing, moving and refreezing, several changes in models have been introduced. Many models include similar factors such as the need for a vision, a clear process and to motivate change. These change factors are investigated in this paper and related to a fast-paced, uncertain and volatile environment Design/methodology/approach Based on a collaborative research approach, engaging with leaders in five organizations, all headquartered in the Nordic countries, this paper examines problems with traditional change models in a contemporary context as well as how these challenges could be handled. Findings This paper concludes that leaders still find value in traditional models but see that these models need to be adapted to include elements of more recent research. This paper suggests tweaks in traditional change factors and ends with a proposition with a renewed model for change. Originality/value The ideas in this paper could be seen as a bridge between traditional and modern models – a bridge that seems to be needed in practice. It draws on action research and close relationships with top management, as they are working with change – potentially giving the study a unique angle on a practical, widespread problem: succeeding with change

Culture Change in Long-Term Care-Post COVID-19: Adapting to a New Reality Using Established Ideas and Systems

Abstract: Abstract The response to the COVID-19 pandemic in long-term care (LTC) has threatened to undo efforts to transform the culture of care from institutionalized to de-institutionalized models characterized by an orientation towards person- and relationship-centred care. Given the pandemic’s persistence, the sustainability of culture-change efforts has come under scrutiny. Drawing on seven culture-change models implemented in Canada, we identify organizational prerequisites, facilitatory mechanisms, and frontline changes relevant to culture change that can strengthen the COVID-19 pandemic response in LTC homes. We contend that a reversal to institutionalized care models to achieve public health goals of limiting COVID-19 and other infectious disease outbreaks is detrimental to LTC residents, their families, and staff. Culture change and infection control need not be antithetical. Both strategies share common goals and approaches that can be integrated as LTC practitioners consider ongoing interventions to improve residents’ quality of life, while ensuring the well-being of staff and residents’ families.

Building and evolving a culture of excellence: a conceptual exploration

Abstract: Purpose The purpose of this paper is to conceptually explore building a culture of excellence from the ground up as well as evolving a current culture to one more focused on excellence. Design/methodology/approach This study reviewed extant research related to organizational cultures and cultures of excellence that have implications for building or evolving into these types of cultures. Findings The findings of this study suggest that the “people side” of organizations is crucial to forming a culture of excellence. Specific people-oriented considerations to forming such a culture include leveraging leaders and understanding other influences including diversity as well as external aspects. Changing culture must occur at the assumptions (and not just artifacts) level. Furthermore, there are many barriers to building a culture of excellence, many of which are also related to an organization’s people. Research limitations/implications A qualitative grounded theory approach whereby researchers asked organizational members to define “culture of excellence” could help build a clearer model for the formation of cultures of excellence. Quantitative approaches should also test how successful the influencers, noted in this study are in creating cultures of excellence. This study’s conceptual links between cultures of excellence and performance should also be tested empirically. Practical implications This paper provides practitioners insight into the importance of culture and considerations for how to change an organizational culture. Social implications This paper advocates for the importance of social considerations in the workplace regarding creating a culture of excellence. Originality/value To the best of the authors’ knowledge, this paper is the first that discusses creating a culture of excellence. Furthermore, it is one of only a handful of articles that links people to excellence.

Organizational Culture as a Determinant of Outcome in Teams: Implications for the Pediatric Cardiac Specialist

Abstract: Abstract Although enormous effort has focussed on how to build an effective culture in the business community, relatively little effort has addressed how to achieve this in the hospital environment, specifically related to the field of congenital heart disease teams. The examination of culture in pediatric cardiac care is particularly important for several key reasons: first, it represents high-stakes medicine, second, there are multiple stakeholders requiring collaboration between cardiologists, surgeons, anaesthesiologists, perfusionists, nursing staff, and allied health care professionals, and finally, both the patient and the family are intimately involved in the care pathway. This review article investigates some of the critical components to building an effective culture, drawing upon similarities in other disciplines, thereby fostering high performance multidisciplinary teams in congenital cardiology care. Strategies to change culture such as Kotter’s model of change are also discussed. High performance teams share one common vital characteristic: psychological safety for team members to speak their minds, thereby fostering an open culture, in which creativity can flourish to facilitate major breakthroughs. Adoption of the “Flight Plan” review promotes patient centric care and champions a psychologically safe culture.

Increasing Readiness to Grow Traffic Safety Culture and Adopt the Safe System Approach: A Story of the Washington Traffic Safety Commission

Abstract: Growing traffic safety culture and adopting the Safe System approach are strategies to support achieving a vision of zero traffic fatalities and serious injuries. However, adopting these strategies requires organizational change. Change is more likely to occur and be sustained by growing organizational readiness for change. Change readiness is driven by perceptions that 1) the change aligns with the organization’s culture 2) the organization (e.g., leadership, staff), is committed to the change, and 3) the organization has the resources necessary to make the change. The Washington Traffic Safety Commission has been engaged in a change process that focuses on growing traffic safety culture and adopting the Safe System approach for many years. This article shares insights from their journey that other organizations can use to bolster their own change efforts.

Competing value framework-based culture transformation

Abstract: In this study, we developed a culture-sensitive framework for managing culture change. Building upon the competing value framework (Cameron & Quinn, 1999), we investigated each of the four culture types consisting of the framework and identified the major resistance force associated with each culture. Then, we specified how these resistance forces could be addressed with appropriate interventions. We also analyzed 12 likely culture change scenarios arising from the competing value framework-based typology in search of possible interventions that can facilitate the culture transformation of each specific culture change scenario. Twelve propositions were developed from the analysis. Results showed that the competing value framework could be used as a blueprint for guiding culture change in addition to mapping out organizational culture.

Diagnostic and dialogic OD approaches in Japanese organizations: How and Why are They Blended?

Abstract: This study responds to Hastings and Schwarz’s (2021) theoretical propositions for an integrative approach to combine diagnostic and dialogic change processes with a particular focus on the culture’s impacts on change practitioners’ mindsets. The author uses Japanese multinational corporations (MNCs) as a case in point and shows that the change practitioners try to keep a delicate balance in change processes. They choose diagnostic interventions to foster the predictability of the whole picture for sustaining the organization’s psychological safety. Meanwhile, they host a dialogic space to activate the member’s prudent risk-taking. What was found from the author’s case study was the important role of change practitioners to build a collaboration capability by oscillating planned and emergent change processes. The study concludes that diagnostic and dialogic approaches can be adequately blended not only in methods but also at the mindset level.

Culture 2.0

Abstract: This edited volume brings new ideas to the study of national culture and organizational culture as it explores their naturally existing intersections. However, these intersections can be difficult to identify and study, as national culture changes generationally whereas organizational culture can change relatively quickly based on leadership change, product innovation, and new uses of technology. Too frequently, the study of culture is discipline specific with little consideration given to how culture is examined in other disciplines. To reconsider both national culture and organizational culture, and their interdependencies, 18 scholars from 16 institutions, 13 states, and 4 disciplines were invited to a workshop funded by the U.S. Army Research Institute. This book evolved from two days of discussions and reflections. This book reflects and integrates the contributions of over 1,000 academics across the social science and management disciplines as they reconsider cultural definitions, theories, and methodologies; explore the purposes, functions, and influences of culture; and reveal the influences of communication, language, leadership, and technology on cultural change. This is an ideal text for advanced undergraduate and graduate coursework, and those interested in cultural influences more generally.

Awareness of Climate Change - The role of art, education and culture in raising awareness of climate change

Abstract: : Art, education, and culture play vital roles in raising awareness of climate change and inspiring action at individual, community, and societal levels. Here's how these sectors contribute to climate change awareness: Art and Creative Expression: Art has the power to evoke emotions, tell stories, and stimulate dialogue. Artists can use various mediums such as paintings, sculptures, photography, music, dance, theater, and film to convey the impacts of climate change, environmental degradation, and the need for sustainable practices. Art can engage people on an emotional level, helping

Extinguishing injustice: growing equity, diversity and inclusion in Canadian fire departments

Abstract: PurposeThis paper evaluates the value and necessity of greater equity, diversity and inclusion (EDI) in Canadian fire departments. Rather than focussing on changing hiring practices, the paper seeks to highlight how leadership can implement a culture of EDI that will encourage all people to participate.Design/methodology/approachFrom a leadership perspective, this paper aims to show how EDI can improve firefighter teamwork and job performance whilst satisfying moral obligations to better represent Canadian communities. Strategies and their limitations for communication and culture change are discussed.FindingsLeaders of Canadian fire departments can utilise organisational change models focussing on improved communication techniques and models to implement cultural changes needed to allow for more EDI. Specific recommendations based on business research into culture change, communication and EDI are outlined.Practical implicationsRecommendations to fire department leadership for cultural changes and communication are provided. Further, strategies and reasoning for why inclusive departments are more effective are given.Social implicationsCreating a more inclusive culture in fire departments will lead to an increase in applications from people who have not typically applied in the past.Originality/valueThere has been little research or recommendations on increasing EDI in Canadian fire departments through cultural changes. Most existing literature is vague and tends to focus on hiring practices over an analysis of internal culture. This article provides analysis of best business practices and applies those to the cultural context of fire departments to promote culture change.

Not All Change is Created Equal – Understanding Organisational Culture and its Effects on Change

Abstract: An organisation’s ability to change is vital to remaining competitive and maintaining agility in rapidly changing climates. There are a plethora of change management methodologies present in the literature that argue for particular courses of action when considering organisational change. However, previous research into organisational culture has identified that there can be cultural differences between organisations of similar size and that these play a significant role in the change management process. This proposes that some attempts to implement change will be more difficult than others and is especially true when considering change management methodologies that place an emphasis on collaboration against those that do not. This short essay discusses the types of organisational cultures that are reported in the literature, so that organisations can be characterised, and makes comparisons to existing change management methodologies so that readers can better evaluate appropriate methods of change in the future.

Five lessons from two african american leaders: culture change for greater inclusion

Abstract: This article is written by two African American corporate leaders who “share 5 key lessons for leaders as you undertake culture change efforts to create a more inclusive and diverse organization and to achieve higher performing organizational goals and outcomes.” They also “share learnings that are differentiated for white leaders and leaders of color.” Deese relates his experience as the President of Manufacturing at a major pharmaceutical company. High discusses his work as Chief Human Resources Officer of a major industrial supply company. The five key lessons, in the authors’ words, are: (1) Tie the culture change work to the organization’s objectives, and measuring impact and outcomes. (2) While culture change is hard—it’s not as hard as we make it! (3) The organization needs to see a leader genuinely leaning into discomfort to learn new ways of being—and demonstrating the courage to change oneself. (4) Working within a predominately white organization the investment in getting to know and create positive relationships and partnerships with peers and colleagues is a vital element for the success of the change effort. (5) As African American men and leaders, it is critical for us to recognize that just by our presence we are agents of change and live under a microscope.

Defining the Culture of Surgery.

Abstract: INTRODUCTION Surgical culture is often referenced but not well defined. Recent research and changing policies in graduate medical education have influenced the training paradigm and expectations of surgical trainees. It is unclear how these changes impact how surgeons understand surgical culture today and how those views impact surgical training. We sought to understand surgical culture and its impact on training from the perspective of a diverse group of surgeons with varied amounts of experience. METHODS A series of semi-structured, qualitative interviews were conducted with 21 surgeons and trainees in a single academic institution. Interviews were transcribed, coded and analyzed using directed content analysis. RESULTS We identified seven major themes that impact surgical culture. Cohorts were separated by those who had been promoted to at least associate professor (late career surgeons, LCS) and assistant professors, fellows, residents, and students (early career surgeons, ECS). Both cohorts emphasized patient-centered care, hierarchy, high standards, and meaningful work similarly. LCS and ECS highlighted themes differently with the LCS perception informed by experience and a focus on challenges, complications, humility and work ethic while the ECS perceptions were more individually focused with references to being goal-oriented, self-sacrificing, focus on education, and work-life balance. CONCLUSIONS Late and early career surgeons both emphasize that a patient-centered care is core to surgical culture. ECS expressed more themes related to personal wellbeing, while LCS emphasized themes related to professional accomplishment. Differences in the perceived culture can lead to strained interactions between generations of surgeons and trainees, and a better understanding of these differences should lead to improved communication and interactions between these groups, including structuring expectations for surgeons in their training and career.

Advancing Culture Change in Radiology Through Communication: The Value of Large- Versus Small-Group Discussions

Abstract: In the midst of a global pandemic and nationwide calls for social justice, the urgency to advance health equity, combat bias, and eliminate racism within our health care system has increased substantially. The importance of diversity, equity, and inclusion and its implications in improving workplace culture, community engagement, patient satisfaction, and health outcomes have been well documented in the literature [1Cohen J.J. Gabriel B.A. Terrell C. The case for diversity in the health care workforce.Health Aff (Millwood). 2002; 21: 90-102Crossref PubMed Scopus (376) Google Scholar]. To better understand how to address these issues, health care organizations have had to ask themselves how to unequivocally reverse decades of inequitable systems, policies, and beliefs. One method that has been effectively utilized to properly address these issues is culture change [2Miller F.A. Strategic culture change: the door to achieving high performance and inclusion.Public Pers Manag. 1998; 27: 151-160Crossref Scopus (68) Google Scholar]. Culture change, described as transformations in values, beliefs, and assumptions of people with shared organizational membership, uses specific interventions that aim to overhaul them. This is generally done through a combination of identifying the reason for the change, mobilizing a diverse group of advocates, creating avenues for success, leadership coaching, and tangible change through evolutions in policy, norms, practices, and values [3Dreachslin J.L. Weech-Maldonado R. Dansky K.H. Racial and ethnic diversity and organizational behavior: a focused research agenda for health services management.Soc Sci Med. 2004; 59: 961-971Crossref PubMed Scopus (39) Google Scholar]. Mobilizing and amplifying employee voices in particular has emerged as an important step in this process to properly evaluate and rectify deficits in workplace culture. Group dynamics, particularly group size, have been studied extensively and have drastic effects on how groups ultimately function and achieve their goals. Larger groups tend to have a small number of people making decisions but many do not participate or fully interact with the group at all, resulting in lower satisfaction and engagement and higher dropout rates [4Borek A.J. Abraham C. How do small groups promote behaviour change? An integrative conceptual review of explanatory mechanisms.Appl Psychol Health Well Being. 2018; 10: 30-61Crossref PubMed Scopus (33) Google Scholar]. Alternatively, smaller groups allow for a greater degree of social interaction and relationship development, which generally results in more optimal outcomes. The effect of group size on health care–focused culture change specifically has not been adequately studied and may have valuable implications in future diversity, equity, and inclusion work. With renewed call and urgency for action, our department as part of a concerted effort within our large, urban academic institution adopted a strategic framework to address health inequities, bias, and racism and begin the process of culture change. Understanding the importance of employees’ voices and departmental culture, we deployed two forms of communication-based initiatives to solicit ideas, identify critical action items, and generate feedback from employees within our department. A large departmental town hall event and seven small focus groups were conducted, both in virtual format. The town hall was a 60-min session to which all employees and staff were invited. After ground rules were established, several reflections detailing experiences of bias or racism were shared to the group, some of which were heard directly from the victims. Ideas for addressing systemic and overt racism were also shared, including both ideas shared directly by creators and indirectly by presenters bringing previously submitted ideas to the floor. At the end of the session, 15 min were dedicated to open discussion and questions. The focus groups were 90-min sessions each with four facilitators and ranging from 15 to 27 participants. Two sessions were conducted with medical and research trainees only, which we characterized as homogeneous small groups (group A), and the remaining sessions were conducted department-wide with heterogenous groups of staff and faculty at all levels (group B). These were conducted as open forums in which discussion was elicited through a list of prepared questions. For both event types, participants could communicate verbally or by chat message with the option to be anonymous, as provided by the virtual platform BlueJeans. The chat function was monitored throughout the session by at least two individuals who were not participating as moderators or facilitators. Before and after the sessions, employees were allowed to ask questions and provide comments anonymously through an online survey. De-identified transcripts of verbal and written comments were recorded for the pre-established goal of data gathering and data sharing that would protect participant anonymity. Our primary outcome was employee satisfaction and perception of effectiveness of the large-group versus small-group sessions, assessed through an anonymous survey. Survey questions were generated based on our LISTEN framework, which we propose as a tool to maintain effective communication at the departmental and organization level with potential to transform culture around diversity, inclusion, and equity (Table 1). There were five possible survey options from strongly disagree to strongly agree. Differences in each question response between groups were assessed using χ2 trend test. Because of instances of low data counts, Fisher exact test was also performed. Subgroup analysis of homogeneous versus heterogeneous small groups was done.Table 1The LISTEN framework: a proposed tool to maintain effective communication at the departmental and organization level as we look to transform culture around diversity, inclusion, and equityAcronymStrategyApproachLProvide time to listen and learn.•Try to understand employees’ concerns.•Ask the right questions.•Schedule regular sessions.•Maintain an open line of communication.IPromote constant flow of ideas and information.•Share your ideas for action.•Elicit and embrace ideas from the team.•Send frequent updates and progress reports.SCreate safe spaces for discussion.•Provide different types of environment for conversation.•Allow anonymity.•Create a judgment-free zone.TTake action.•Use ideas to generate action plans.•Highlight how ideas will be implemented•Have a clear timeline for the plan of action.•Follow through on the action plan.ENEncourage engagement.•Provide other opportunities to be involved in departmental initiatives.•Highlight dedication and hard work of those involved. Open table in a new tab Our secondary outcomes were the effectiveness of small versus large groups and homogeneous versus heterogeneous small groups in generating action ideas. To assess this, we developed a scale to assess the strength “grade” of each action proposal from the sessions (Table 2), loosely modeled based on the early stages of Design Thinking [5Sándorová Z. Repáňová T. Palenčíková Z. Beták N. Design thinking—a revolutionary new approach in tourism education?.J Hosp Leis Sport Tour Educ. 2020; 26: 100238Google Scholar]. The blinded transcript comments were reviewed and scored by three primary reviewers. The final score was assigned if two or more reviewers were concordant. Cases without concordance were reviewed by a fourth blinded reviewer. χ2 analysis was performed.Table 2Scale established to assess the strength of an action proposalGrade0—Not applicable1—Recognition of a significant problem without an action proposal2—Big picture ideas without a specific action item3—Poorly defined idea for action toward a specific outcome or goal4—Well-defined idea for action without a measurable outcome5—Well-defined idea for action with a measurable outcomeEach reviewer assigned a score from 0 to 5 to each comment, with 0 indicating that a comment was not related to the problem-solving process. Open table in a new tab Each reviewer assigned a score from 0 to 5 to each comment, with 0 indicating that a comment was not related to the problem-solving process. A total of 156 employees participated in the town hall, and 155 participated in the small-group sessions. There were 22 survey responses from the large-group and 38 from small-group participants, corresponding to a response rate of 14.1% and 24.5%, respectively. There were 11 participants in the homogeneous (group A) and 27 in the heterogeneous (group B) small groups. Demographic and identity characteristics of survey participants are detailed in Table 3.Table 3Demographics and identity characteristics of survey participantsCharacteristicLarge Group (n = 22), %Small Group (n = 38), %All Participants (n = 60), %Age (y) 26-359.129.021.3 36-4536.415.823.0 46-5522.723.723.0 56-6531.823.726.7 Other or not disclosed-7.83.3Race or ethnicity Asian9.113.211.7 Black or African American4.615.811.7 Hispanic or Latinx-7.95.0 White63.660.561.7 Other or not disclosed22.72.610.0Gender identity Cisgender female54.660.558.3 Cisgender male40.934.236.7 Other or not disclosed4.65.35.0Sexual orientation Heterosexual72.784.280.0 Lesbian, gay, bisexual13.810.510.0 Other or not disclosed13.65.310.0Survey included broader spectrum of identities than could be individually listed in table. Open table in a new tab Survey included broader spectrum of identities than could be individually listed in table. Of 16 survey questions, 9 showed significant results using χ2 analysis with 5 remaining significant using the Fisher exact test (Fig. 1). The trend was favorable toward small groups with results suggesting that although both were valued by participants in culture change, small groups were perceived as more effective in having purposeful conversations in which ideas and concerns could be shared with less judgment and bias. In our subgroup analysis, only one survey question demonstrated a significant difference between group A and group B with group A, composed of either medical or research trainees only, demonstrating greater concern for judgment from department leadership. For our secondary outcomes, there were 412 comments total with 400 from the small groups and only 12 from the town hall. Given the significant difference in number of comments generated between the groups, a statistically useful comparison of the strength of action proposals between large and small groups could not be made. Of small group comments, 36% were not considered related to the problem-solving process (rated 0), 43% were rated 1 to 2, and 21% rated 3 to 5. All large-group comments were rated 0 to 2. There was no difference in strength of comments between group A and group B (P = .643). The study has several limitations. First, we had a total survey response rate of 19% and more responses from small-group than large-group participants, which may contribute to sampling bias and limit external validity. This limitation was partly addressed by employing both the χ2 trend and Fischer exact tests with results consistently favoring small groups. Second, we compared several small-group sessions with a single town hall event that did not allow as easy opportunities for comment and idea sharing. Nonetheless, our study helps to highlight the fundamental limitation of large groups in effectively hearing employees’ voices, even with opportunities for written and online comments. Third, the comments generated from the sessions were scored using a nonstandardized, untested scale and using a collection of comments that may not have captured the full context of a conversation, leaving room for interpretation by reviewers. Nonetheless, the small percentage of comments requiring fourth review (44 of 412, 11%) suggests some validity to our scale. Quy Cao, PhD, provided statistical consultation and analysis. Catherine Oliva provided data collection support.

'Rooting,' For Change: The Role of Culture Beyond Resilience and Adaptation

Abstract: Confronted with concerns about rising biodiversity loss and pollution, conservation on the Galápagos has recently moved away from the goal of preserving pristine ecosystems to managing a complex socio-ecological system (SES). While acknowledging the positive aspects of this model, this article shows that the conceptualisation of “the human factor” in resilient SESs often limits local participation to compliance to existing plans of conservation. In so doing, I argue that participation under resilience ignores the potential that a more nuanced understanding of humans' relation to non-human nature poses for rethinking conservation as a whole. Drawing on ethnographic research, I discuss how local farmers affirm arraigo (a culture of belonging), in contrast to the imaginary of inhospitable islands that can only be visited—either for tourism or scientific research. By showing farmers' active role in the highlands, this article expands on the potential for 'convivial conservation' to reframe the traditional (and limiting) framework for local participation in conservation. This role offers important lessons about transitioning conservation away from a northern, protectionist agenda towards one that is driven by social justice and local agenda.

Engaging scientists in a sustainability culture

Abstract: Any improvement activity requires the means to assess progress towards the intended goal. Herein, we report how the use of simple metrics has supported the adoption of a more sustainable approach to drug substance processing across AstraZeneca. We describe our journey to this point and highlight some of the key factors behind this culture shift.