the r2e2-model © for total quality management healthcare ...€¦ · deal of its merit from its...
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THER2E2-MODEL©forTotalQualityManagement
HealthCareVersion
OCTOBER2018
EverardvanKemenade,PhD.
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Introduction
Dearfriend,TheR2E2-model©hasbeendevelopedusingtheMethodforImprovingtheQualityofHigherEducationbasedontheEFQMModel(Kemenade,editor,2006).Furtherinsightsregardingparadigmsinqualitymanagementareadded(Kemenade,2014).Theparadigmshavebeendefined,describedandhavetheirowncolor.R2E2standsforthenamesoftheReflective,theReference,theEmpiricalandtheEmergenceparadigm.Thisversionofthemodelisfocusedonhealthcareinstitutions.Theaimofthemodelistogiveorganizationstheopportunitytoimprovetheirquality.Itcanbeusedforself-assessmentaswellasforauditingbyanexternalteamofsurveyors.However,thetwoshouldnotbeconfused.Itdeliversa‘quickanddirty’scan.Still,weexpectorganizationstobenefitlargelyusingTheR2E2-Model©.Wecanprovidesupportbyauditing,consultancyandcoachingortraining.Iherebyliketothankthosewhocooperatedinthetheoriesused,especiallyprof.T.W.HardjonoandMartijnvanSchaik‡.EverardvanKemenadeIndependentExpertinTotalQualityManagementeverard@onsnet.nu
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1. RationaleThisR2E2-model©ismeantfororganizationstogetagripontheiradaptabilitytowardsemergentchange.Itisfocusedonhealthcare.ThemodelisuniqueinitscombinationofthecriteriaoftheEFQM-modelandfourparadigmslinkedtototalqualitymanagementinanorganization.ActuallytheR2E2-model©consistsoffiveconcepts:thePDCA-cycle,theEFQMExcellenceModel,theCaribbean©-model,theinput/impactmodelandthefourparadigmsforTotalQualityManagement.Leadershipandqualitymanagementrepresentativescanuseit,butinprincipleitisfitforuseforanyemployee.ThismodelhasbeenadaptedforuseintheCaribbean.Theinstrumentisamatrixmodelthatcanbescoredbyindividualsandthereafterdiscussedbygroupsofpeopleorteams.Thescoringmightcosthalfanhourofyourtime;reachingconsensuswithagrouptakeshalfaday,dependingontheabilityofthegrouptodialogue.
2. TheR2E2-Model©:TheEFQMModelIntroductionThechoicefortheExcellencemodel1developedbytheEuropeanFoundationforQualityManagement(EFQM)wasmadenotonlybecausethemodelisveryeasytounderstandandeasytouse,butalsobecauseitismorecompletethanothermodels.ThePDCA-cycledevelopedbyShewhartandDemingisthecoreoftheQualityManagementprofession.IntimesofemergentchangeothermodelsliketheCaribbean©-Modelareneeded.Itisalsoanattempttoadaptthemodeltothespecificcontext.Theresultsneedtobedividedintooutput,outcomeandimpact.ThesefourconceptsareappliedintheverticalaxesoftheR2E2–Model©.Theaxesaredescribedbelow.Fourparadigmsareaddedtoshowwhereanorganizationstandsandwhatisneededinthisparticularcontexttogrowandimprove.TheyformthehorizontalaxesoftheR2E2–Model©andaredescribedinchapter3.2.1. FundamentalconceptsoftheEFQMmodelBecausethisinstrumentisanaidtopeopleandpeopleworkonabasisofconcepts,imagesandvalues,weshallbrieflydiscusstheunderlyingconceptsoftheEFQMmodel.TheEmergenceModelborrowsagreatdealofitsmeritfromitsconceptualmodel2thatisapplicabletoallorganizationsregardlessoftheirsize,structureorthesectorinwhichtheyoperate.TheEFQMmodel,likeanyothermodel,isnotvalue-free.ForthisreasontheunderlyingconceptsanddimensionsareexplainedEightfundamentalconceptslieatthefoundationofthismodel.3
1. Addingvalueforcustomers2. Creatingasustainablefuture3. Developingorganizationalcapability4. Harnessingcreativityandinnovation5. Leadingwithvision,inspirationandintegrity6. Managingwithagility7. Succeedingthroughthetalentofpeople8. Sustainingoutstandingresults
1http://www.efqm.org/the-efqm-excellence-model2SeeSchaik†,Kemenade,HengeveldandInklaar(1998),andSchaik†(1998).3See:‘EightEssentialsofExcellence’(EFQM,1999)anditsrevisionathttp://www.efqm.org/efqm-model/fundamental-concepts
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2.2.PDCAIntheEFQMmodel,4theorganizationisdividedinninecriteria(seethefigurebelow)thataresubdividedintwosections:theOrganizationalsection(1-5)andtheBusinessResultssection(6-9).Eachoftheninecriteriaisdividedintoanumberofaspects.Theorganizationalcriteriaformthepreconditionsforeffective,efficientandinspiredworkandgoodresults.Thepositionofahealthcareinstitutioncanbedeterminedforeachofthesecriteria.
Acharacteristicfeatureofthemodelisthestrongconnectionoftheenablercriteriatotheresults.Theaimsandeffectivenessofplansandactionsmustbedemonstratedbytheresultsachieved.The‘Learning,CreativityandInnovation’arrowarticulatesanessentialelementofthemodel:thetotalmodelisactuallyalearningcyclefororganizations.Asaconsequence,itcanberegardedasadynamicmodel.Theheartofthebasicmodelistherefore:learning.Inqualityassurance,oneoftenreferstothePDCAcycle(Plan-Do-Check-Act)towhichthenamesofShewhart(1939)andespeciallyDeming(1986)arelinked.Thislearningcycleformsthecoreofthemodelandshapestheeightunderlyingconcepts.
4 See also The EFQM Excellence Model (EFQM, 1999) and its revision http://www.efqm.org/efqm-model/criteria
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Plan:determinetheapproach:determinethedirection,choosethestrategyofapproach,specifythegoalsintoSMARTgoalsandplantheimplementation.Question:arethevariousactivitiesbasedonwell-underpinned,adequateandwell-communicatedplans?Do:elaboratetheapproach,distributeandimplementit.Thisstageincludestheallocationofpeople,resources,andtheimplementationofthework.Question:aretheseplansbeingcarriedoutproperly?Check(orStudy):assessyourapproach:measurewhetherornotthespecifiedSMARTgoalshavebeenrealized(resultsandprocesses).Question:aremeasurementsbeingtakentocheckiftheplanshavebeenwellimplemented?Isthisbeingdoneinavalidandreliablemanner?Act:analyzethemeasurements,reviewnewexternal(social)developments/trends,andmakelastingimprovements.Question:iftheevaluationindicatesthattheplansarenotbeingproperlyimplemented,arethereimprovementplansandcantheybeimplemented?Inreal-lifepractice,staffmembers,teamsanddepartmentsregularlyapplythiscyclebutprobablytheyarenotalwaysappliedequallyconsciously,systematically,andwithregardtoothermembersofstaffanddepartments.Byapplyingthecycleconsistentlyandatalllevelsandbywritingdowntheproceduresdevelopedforthispurpose,theorganizationgraduallydevelopsaqualityassurancesysteminconjunctionwithitscolleagues.Everyfewyearsyoure-determineyourpositiontoexaminewhetherornotyoursystemofworkinghasimproved.InturbulentsituationsthePDCA-cycledoesnotprovidethedesiredeffects.Thenanorganizationneedstoapplyothertools,likeCaribbean©,basedonACCRA©5(see:Kemenade,2013andKemenade,2014a).2.3.CaribbeanTheCaribbean©hasbeendevelopedbyEverardvanKemenade6tocopewithemergentchange,wherethePDCAmightbebetterequippedforplannedchange.Caribbeanisanacronymthatshows9aspectsthatarecrucialintimesofemergentchange:
1. ContextIntimesofemergentchangethecontextneedstobetakenintoaccount.Itdefinestoalargeextentwhatthecriteriaforqualityoftheorganizationare.
2. AttentionEmergentchangerequiresattentiontothecorebusiness,teamandindividual
3. ReflectionEmergentchangerequirescontinuousreflection
4. InspirationIntimesofchangeitiscrucialthatfirstleadershipandinfactasmanystaffaspossible,arecommittedtothechange.Leadershipneedstoinspirethestaffforthechange.
5. BreakthroughIncrementalchangeisnotenough;wearelookingforbreakthroughchange.
6. BenchmarkingInsituationlikethisweneedtocooperate,network,benchmarkwithorganizationsthatcansupportthechange.
7. ExperienceFinallywearenotsatisfiedwithcustomersatisfaction.Westriveforcustomerdelight,providingthecustomerwithanexperiencenevertoforget.
8. ActionThatrequirescontinuousaction.
9. NonegativityInanatmospherewheremistakestosomeextentmaybemade,wherepositivityistheattitude,wheregossipisnotaccepted.
5ACCRA©isdesignedbyVanKemenade(2013)andstandsforAttention,Context,Commitment,ReflectionandActionaskeystrategicfocus.6UndertheoriginaltitleofACCRA©
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3. TheR2E2-Model©:FourparadigmsTheR2E2-Model©workswiththeabovepresentedmodelsandfourparadigmsorvaluesystemsthroughwhichthequalitycanbemeasured.Thefourvaluesystemsaredescribedinseveralarticles(Kemenade2010;Kemenade2014;KemenadeandHardjono,2018,underreview).Example:Foursituationsinwhichahealthcareinstitutemayfinditself.Thissectionshowsthecharacteristicsofeachvaluesystemandthetheoriesbehind.Itgivesanexampleofhowahealthcareinstituteinacertainvaluesystemmayact.Itisimportanttorealizethattheorganizationitselfestablishesthevaluesystemorcombinationofvaluesystemsthatfitbest.
Fourparadigms:R2E2-Model©
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1:Control(Empiricalparadigm) Duringthe20’softhelastcenturythesystematicapproachofqualitymanagementstartstosurface.Inthebeginningthemaincharacteristicofthisqualityparadigmisthefocusontheendproduct.Whenmassproductionbecamecommon,itbecametoocostlytoinspecteverysingleproduct.WiththehelpofStatisticalProcessControl,samplingbecameavailableasawayofqualityinspection.TheAmericanSocietyforQuality(ASQ)andtheEuropeanOrganisationforQuality(EOQ)originatedinthatperiodandaredominatedbywhatwecalltheEmpiricalParadigm.TheEmpiricalParadigmderivesitsnamefromitsmethodology.Knowledgeabouttherealityisgainedbyexperiencinghereandnow,bysensoryperception.Itisevidencebased.Thequalityknowledgeconcernsobservablecharacteristics(aspects)ofentities(objects),likeproducts,servicesandprocesses.TheEmpiricalParadigmworksonactualandspecificproblems.Thesearetechnicalandcanbesolvedbyscience.Itisaboutobjectiveknowledge.Knowledgeisgathered(inductive)bymeasurementsanditsobjectiveresultsareexpressedinquantitieslikesizesandnumbers.TheEmpiricalParadigmfocusesonrules.Qualityisconformancetorequirements(Crosby,1979).TheEmpiricalParadigmregistersandcontrols.Itsmottois:“tomeasureistoknow”.JointCommissionInternationalAccreditationfitsinthisparadigmaswellasprotocolizationandEvidenceBasedMedicine.InHardjono’sFourPhaseModel©(1995)thewholecomplexofabsorbing,digestingandexudingenergyinorganizationsisexpressedthroughfourcompetencies:material,commercial,socializationandintellectual.Competencieswhichorganizationsneedtosurvive,competenciestheydrawonfromtheirenvironmentandwhichtheyexudetowardstheirdirectstakeholders(owners,financiers,members,personnel,businesspartnerssuchascustomersandsuppliersandthevarioustreasuries).Accumulationofthesecompetenciesmeansgrowthwhichisexperiencedasbeingsuccessfulandwhichcontributestothesurvivalchanceinthelongrun;competencieswhicheachofthesestakeholders,astheirownentities,needforsurvivalandgrowth.TheEmpiricalParadigmismainlyinterestedinthematerialcompetence.Theabilitytoincrease,maintainandoptimallyutilizetheresources(financialmeans,technologyandmaterialmeans).Leadershipisdirectiveandtechnical.Ametaphorforthiswayofthinkingisthearmy.Friedson(2001)discussedthreewaysoforganizing:inhisterminologythisparadigmfitswiththe“managerincontrol”.WerecognizetheEmpiricalParadigminQualityControlSystems.Theriskoftheempiricalparadigmisbureaucracy.Wegavethisparadigmthecolorblue.2:Continuousimprovement(Referentialparadigm)Noteverythingthatisimportantcanbeeasilymeasuredintemperature,kilograms,secondsoramperes.Or,ifyoudo,youdonotcatchtheessenceofwhattheentityis.Beauty,love,wisdom,empathy,trustareexamplesofthis;andthatgoesforanorganizationaswell.Tosolvethisdilemmaqualitymodelsweredesigned,frameworksofreferenceinwhichcriteriaorareastoaddressarementioned.WecallittheReferenceParadigm.Thisparadigmdoesnottakethereality(thisishowitis)asstarting-pointbutconvictionsabouthowtherealityshouldorneedstobe(thisishowitshould).Thisparadigmprescribeswhatnormsneedtobemettogetrecognition,orevenanaward.Insteadofrules,itprovidesguidelinesandmodels.TheReferenceParadigmvalues,certifiesandaccreditsusingmodelsliketheISO9000-series,theBalancedScoreCard,theEFQMExcellencemodelortheNationalMalcolmBaldrigeQualityAward.NationalAwardswereinstalledallovertheworldtomotivatecompaniestokeepimproving,sinceimprovementisitsaim.Thequalityknowledgeisgathered(deductive)searchingforobservable,realcasesthatprovethattheorganizationmeetsthenorms.Theoreticallyqualitycanbedefinedasfitnessforpurposeorfitnessforuse(Juran,1951).Vinkenburg(2006)statesthatwhatwecalltheReferenceParadigmseessuboptimalizationasproblem(diagnosis)andseeksthesolution(therapy)inatotalapproachofallprocesses,allstakeholdersinacyclicwayofworking(PDCA).Managementsciencesareinfavor.FamousgurusofthatmovementwereDeming,whodevelopedinthefiftiesthePDCA-cycle,basedontheideasofShewhart.AnotherrepresentativeofthismovementwasImai(1986)andhisKaizen-approach.InHardjono’sFourPhaseModel©theReferenceParadigmismainlyinterestedinthecommercialcompetence,thatistheabilitytohaveaccesstomarketsandtheabilitytoactonthem.IntermsofFriedson(2001)the“customerisincontrol”.Ametaphorforthiswayofthinkingisarobot.LeadershipintheReferenceParadigmissupportive,coachingleadership.Theriskofthisparadigmis‘pampering’.Wegavethisparadigmthecolororange.
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3:Theprofessional(Reflectiveparadigm)Vinkenburg(2006)introducedwhatwecalltheReflectiveParadigm.TheReflectiveParadigmstartsfromtheexistenceofdifferentrealities,likeperceptions(thisiswhatIseeandthatiswhatyousee)andinterpretations(thisiswhatyouthinkandthatiswhatIthink).Everyonehashisownrealitythatcanbedifferenttomorrowfromtoday.Thisparadigmlooksforthedifference,makesitexplicitandreflectsonit.Knowledgeisgathered(inductive)bytellingandlisteningtostories,byconversations,groupmeetings,andinnerconversations.Thisparadigmreflectsandphilosophizes:WhatdidIdowellandwhatdidIdowrongandwhy?TheReflectiveParadigmconsiderspeople,theirinteractionsandconceptionsasitsentityandmorespecifictheirworldviewandtheircapabilitytoreflectonthat.Itismainlyaboutnon-observableaspects,subjective.BasedonZenandtheArtofMotorMaintenancePirsig(1972)isoftenquotedasproofthatqualitycannotbedefined,butjustdiscussed.Theadageis,that“Qualityisnotathing,itisanevent”.Thescienceinfavorisphilosophy.AmetaphorforthisparadigmisthestatueofRodincalled‘Lepenseur’.Vinkenburg(2006)statesthatwhatwecalltheReflectiveParadigmsees‘wrongattitudes’(psychicalaspect)and‘unfruitfulinteractions’(thesocialaspect)assymptoms,‘insufficientself-criticism’asproblem(diagnosis)andseeksthesolutionin‘detachingmechanisms’(therapy).Thisisdone(treatment)byshadowing,modeling,secondopinion,intervision,timeout,stories(tellandlisten),anddiscussion(Vinkenburg,2006).WerecognizetheReferenceParadigminaninstrumentlikepeerreviewasitisusedinHealthcareusingvisitations.Friedson(2001)talksaboutthethirdlogic:“theprofessionalincontrol.”IntermsofHardjono’sFourPhaseModel©theReflectiveParadigmisinterestedinthesocializationcompetence.Leadershipisdelegating,sincetheprofessionalknowsbestwhattodo.Theriskofthisparadigmisarrogance.Wegavethisparadigmthecolorgreen.
4:Context(Emergenceparadigm)TheEmergenceParadigmfitsinthecurrenteraofcontinuouschange(asMillerandCangemi,1993request).Emergenceisaconceptfromsystemstheory.Itrelatestothedevelopmentofcomplexorganizedsystemsthathavecharacteristicsthatarenotvisiblebyreductionofthecomposingparts.“Whilesomeexpertsarefamiliarwithdevelopmentsinonefield,suchasartificialintelligence,nanotechnology,bigdataorgenetics,nooneisanexpertoneverything.Nooneisthereforcapableofconnectingallthedotsandseeingthefullpicture“(Harari,2015).Emergenceistheprocesswherenewcharacteristicscometoexistencethroughinteractionbetweensimple,smallentitiesthatdonothavethesecharacteristicsliketheselforganizationofants.Manyantstogethershowacollectiveintelligencethatindividualantsdonotposses.Itprovidesgreaterbuy-inbyemployeesanditcontinuouslyrelatestothecontext,soitwilloffercontextspecificdesigns(asAsifetal,2009request).Systemstheoryisfocusedontheinteractionbetweenthesystemanditsenvironment(asMosaghrad,2014requests).
IntheEmergenceParadigmsystemsthinkingisintegratedinqualitymanagementtheoryandpractices(Conti,2010;Chenetal,2014).BarouchandPonsignon(2016)giveanoverviewofqualitymanagementconceptsfromasystemicperspective.AlsointermsofWhittington’sstrategicperspectives,wearetalkingaboutthesystemicperspective(Whittington,2000).TheEmergenceParadigmisbasedonJohnDewey(1859-1952)andhispragmatism.TheEmergenceParadigmrelatestoWilber’squadrantoftheexteriorcollective.Thisisratheraboutchaos,ofwhichwecontinuouslyhavetomakesenseintersubjectively.TheEmergencyParadigmdefinesqualityinadialogueofallstakeholders,notjustmanager,customerorprofessional,knowingqualitycanbedifferenttomorrow.Itisaboutmakingdecisionsbasedonthebestknowledgeoftoday,havinginvestigatedeverything,tothebestofourknowledge.Qualitydoesnotexist,butarises.Inthatinvestigation,inthatstudywerelyonvirtues,onmorals,onsharedvalues.Pirsig(1991)inhissecondbookLilaknewquitewellwhatqualityis.Qualityisadynamicconcept.Itisvalue,hesays,givinghisbooktheundertitleaninquiryintomorals.TheEmergenceParadigmseescrises,likebankruptciesandethicalmisconductassymptoms.Tobeabletounderstandtheseproblemsandsolve
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themweneedtostudythecontext.Theinabilitytocopewithchangesinthecontextistheproblem(diagnosis);theEmergentParadigmseeksthesolutioninfixesintheprocesses,adjustingtothecontext,sometimesbreakthrough(ShibaandWalden,2006)ortotalreorganization(therapy).Thisisdone(treatment)bychangesinthewaywework,bynetworkingandcreatingaqualityculture.“Thetruthis,whatworks”,saysDewey.Thereisnotonerightwaytoorganizeabusiness(seealsoBurnes,1996),nosinglerightwaytomanagepeopleortomanagequality.Andwhatworkstoday,mightnotworktomorrowanymore.WhatworksintheNetherlands,mightnotworkonSintMaartenintheCaribbean.Ratherthanasymphonywithanorchestraconductor(Crosby,1992:14,15),wetalkaboutajazzcombothatcontinuouslyimproviseswithinthecontext.Toolscanbequalitycircles,appreciativeinquiry,SocraticCafe,whilenewtoolslikeACCRA©(Kemenade,2013and2014b)arebeingdeveloped.Leanfitshere(butSixSigmafitsintheEmpiricalParadigm).Leadershipisparticipativeorshared(PearceandConger,2002).IntheHardjonoFourPhaseModel©thisparadigmbelongstothequadrantexteriorchange.Hardjonomentionsthiscreativity,witharelationtodisruptiveinnovation,lateralthinkingandinvestingintellectualcapacity.Wegivethisstagethecolorteal.
ThefourparadigmsarecomparedonthenextpageintheParadigmsoftheR2E2-model©.TogethertheyformTotalQualityManagement.
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EmpiricalParadigm ReferenceParadigm ReflectiveParadigm EmergenceParadigm
Qualityis Conformancetorequirements Qualityisfitnessforuse Qualityissubjective Qualityisnotstatic,butdynamic.
Adage “Tomeasureistoknow” “Weneedtoimprovecontinuously”
“Qualityisnotathing,itisanevent”
“Thetruthiswhatworks”
Focus Rules,standards Models,guidelines Principles Sharedvalues,virtues
Aim Control Continuousimprovement
Professionalism Contextflexibility
Problem Unpredictabilityofproductanduncontrollabilityofprocesses
Suboptimalization Insufficientselfcriticism Inabilitytocopewithchanges
Solution Takecausesofvariationaway PDCA Detachingmechanisms Adjustingtothecontext,breakthrough
Tools SPCSeventoolsSixSigmaJointCommissionInternationalAccreditationEvidenceBasedMedicine,Protocols
ISO9000-seriesEFQM-modelMalcolmBaldrigeAwardQualitycircles
Secondopinion,Intervision,Timeout,DiscussionStoriesInnerconversations,Shadowing,Modeling,Peerreview
Contextanalysis,QualitycirclesACCRA©LeanAppreciativeInquirySocraticCafe
Gurus Shewhart Deming,Juran,Imai Pirsig(1976),Vinkenburg(2006)
Pirsig(1991)DemingConti
Competence Material Commercial Socialization Intellectual
Sciences Statistics,‘Hard’sciences Managementsciences Philosophy Systemstheory
Whittington(2000)
Classicstrategicperspective Processualstrategicperspective
Evolutionarystrategicperspective
Systemicstrategicperspective.
Leadership Directive,technical Supportive,coaching Delegating Participative,Sharedleadership
Metaphor Army Robot LePenseur(Rodin) Improvisingjazzcombo
Friedson(2001) Managerincontrol Customerincontrol Professionalincontrol Allstakeholders
Risk Bureaucracy Pampering Arrogance Chaos
ParadigmsoftheR2E2-model©.
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4. Workingwiththemethod:step-by-stepplanandscoring
4.1.Self-assessment
TheR2E2-Model©offersatriedandtrustedstructurefordeterminingthepositionofaninstitute–which
isalsoreferredtoas‘internalaudit’or‘self-assessment’.Inthisdeterminationofposition,the
management,doctors,nurses,supportingstaffandmaybeevenpatientsexaminethequalitymanagement
withintheinstitute.Theoutcomeindicatesthevaluesysteminwhichtheorganizationcurrentlyfinds
itselfintermsoftotalquality,andformstheimpulseforthegenerationofimprovementplans.Whatone
shouldalwayskeepinmindis,thatthisconcernsaself-evaluation,aself-assessmentaimedataprocessof
continuousimprovementandnotanexternalcheckorajustificationofone’sactivitiestotheMinistryof
Healthoravisitationcommittee.Theessentialnatureofa‘self-assessment’shouldremainintact(see
Kemenade,2010).
Thedeterminationofpositioniscarriedoutbyagroupofstaffmembersandmaybesomepatientslikein
apatientinterestgroup,whoarewellacquaintedwiththeprocedureswithintheinstitute.Asa
consequence,theresultsoftheinvestigationgiveatruepictureofthestateofthingswithinthe
departmentororganization.Thisisapositiveelementincreatingabroadsupportbase.
Inprinciple,alllayersofthestaffareinvolvedinthescoring:themanagementandasampleofthemedical
andnursingstaffandtheauxiliarystaff.Ifarelativelysmallnumberofstaffdoesthescoring,theworkcan
bedonequicklyand–provideditisagoodsample–agooddeterminationofpositioncanberealized.
However,inthatcase,moreattentionwillhavetobedevotedtoexplaininganddiscussingthescoresand
tryingtoreachconsensus(theconsensusmeeting).
Theadvantageofusinga(large)samplefromalllayersisthatmutualexchangesandadjustmentofideas
takeplace.Inthisway,communication,participationandinvolvementarefavorablyinfluenced.Thisalso
producesfuturebenefit.Itisimportantthat,whateverelsehappens,eachpartisfilledinbypeoplewho
haveexperienceorknowledgeoftherelevantcriterionwithintheorganization.
Intheabbreviatedversion,onlythemanagementdoesthescoringandthatisthebasisforthestrategyto
bedeveloped.Workingproperlywiththemethodmightrequireexpertsupervisionandsomesupportin
theapplicationofthemodel.Thisshouldbeparticularlyapplicableontheveryfirstoccasion.
Weshallnowbrieflyexplainthefivestepsofthemethod.
Step1 Preparation
- Defineaspreciselyaspossibleanumberofkeyconcepts,suchas‘management’,‘organization’
tomakeclearwhatyouaretalkingabout.
- Determinewhatwillhappenwiththeresults.
- Planthecommunicationaroundtheresult(who,when,what,how).
- Trainthepersonwhoco-ordinatestheprocess.
- Preparethestaffmembersparticipatinginthedeterminationofposition(explanation,
meetingforinstruction).
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Step2 Fillinginthemethod
Theindividualmembersofstaff(orarepresentativesample)readtheentiremethodthoroughlyand
assessallcriteriaandconstituentaspectstodeterminethesituationinwhichtheorganizationcurrently
findsitself.Eachparticipantfillsinthescoreontheirown;therearenomutualconsultations.
Step3 Theconsensusmeeting:determiningtheposition
Themembersofstaffinventoryanddiscussthedifferencesintheindividualscoresataconsensus
meeting.
Theaimistoseekconsensusonthestrengthofargument,nottoreachanaverageortoacceptthevalue
systemthatwasmostscored.
Step4 Improvement
Assoonasthereisaviewofthetotalscore,theorganizationcanorientitselftopossiblemeasuresfor
improvement.
- Theformulationandprioritizationofalimitednumberofattainableimprovementmeasures.
- Theregularpolicycycle.Includetheprioritiesinthe(short,mediumandlong-term)policyof
theorganizationalunitandintheplanningandcontrolcycle.
Optional:Step5 The(external)auditteam(everyyear)
- Analysisofdocuments
Theinstitutesendsmaterial,suchaspolicydocuments,toanauditteamconsistingofexternal
experts.Theoutcomesoftheconsensusmeetingneednotbesent.Theauditteamstudiesthe
writtendocumentationandinformationandassessesthestageinwhichtheorganizationalunitis
currentlysituated.
- Visitoftheauditteamtotheinstitute.
Theauditteamvisitstheinstituteandholdsdiscussionswithindividualmembersofstaff,patients
andrepresentativesofthefamily.Thediscussionsareheldinlinewithanagenda.
Afeedbackreportcontainingthefinalresultsisthenformulated.Thisreportcontainsveryconcise
recommendations.Theorganizationcanusethisreportfortheformulationandprioritizationofthe
improvementmeasures.Ifnecessary,externalexpertsareinvolvedinthatprocessintheformofa
workshop.
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4.2. Scoringtheorganizationalcriteria
Determiningthevaluesystemoftheinstituteshouldbedoneinthesamemannerforallorganizational
aspects.Thevaluesystemsarelistedfromlefttorightonthehorizontalaxis.Theconstituentaspectsof
thecriterionunderinvestigationaregivenontheverticalaxis.For‘Leadership’,anexampleofanaspectis
‘Styleofleadership’.Eachcellofthematrix(i.e.theintersectionofavaluesystemandaconstituent
aspect)containsashortdescriptionoftheparticularaspectthatischaracteristicforanorganizationin
thatvaluesystem.Thesedescriptionsaregivenbywayofexampleanddonotcoveralldimensionsthat
shouldbeconsideredwhenscoring.
Howtoscore
Thescoringshouldbedoneforeachconstituentaspectofeachcriterion,inthefollowingmanner:
1. Readthedescriptionsinthecellsofthematrixforthecriterionyouaredealingwith(fromlefttoright)
2. Tickthebox(es)thatapplytoyourorganization(morethanonescoreispossible,thereisnohierarchy
inthescores).
3. Individualscoresmaybetransferredtothereportinstrumentsdescribedintheappendix.
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1.
LEADERSHIP
Control
Continuous
improvement
Theprofessional
Context
1. Values,
mission,vision
Values,missionand
visionareexplicitin
oneormore
documents.Rulesare
leading.
Values,missionand
visionare
communicatedinside
andoutsidethe
organization.Norms
areleading.
Values,missionand
visionaresharedbystaff.
Values,missionandvisionare
sharedbystaffandtheoutside
network.Positivityisacore
value.
2. Leadership
Style
Directive(telling)
Coaching(selling)
Delegatedleadership
Participativeincluding
externalstakeholders
4.Attention
Managementattention
isgivento(it)the
primaryprocess
(evidencebased
medicine).
Managementattention
isgivento(we)the
patientandfamily.
Managementattentionis
givento(I)the
professional.
Managementattentionisgiven
toallstakeholdersandthe
context(its).
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