Managing Change
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as ADB. The learning challenges these present require the ability to work more reflectively in a... more
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as ADB. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment. This publication broadly defines a learning organization as a collective undertaking, rooted in action, that builds and improves its own practice by consciously and continually devising and developing the means to draw learning from its own (and others') experience. It identifies the 10 challenges that ADB must overcome to develop as a learning organization and specifies practicable next steps to conquer each. It can help deliver the increased development effectiveness that Strategy 2020, ADB's long-term strategic framework for 2008–2020, seeks.
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Business leaders have an interest in improved public services. This article summarises some key findings from the report Transforming Public Services [ISBN 978-1-872980-54-6] which sets out a quicker and more affordable route to high... more
Business leaders have an interest in improved public services. This article summarises some key findings from the report Transforming Public Services [ISBN 978-1-872980-54-6] which sets out a quicker and more affordable route to high performance public organisations. Transforming Public Services can be obtained from www.policypublications.com
Research Interests: Public Administration, Organizational Change, Performance Management, Human Resource Management, Strategic Human Resource Management, and 7 moreChange Management, Transformational Leadership, Public Services, Performance Support, Public Administration and Policy, Managing Change, and Electronic Performance Support System
Many areas of the public sector face financial constraints and/or increases in demand that are outstripping available resources. At the same time policy makers and the public are impatient for responses and results. While still calling... more
Many areas of the public sector face financial constraints and/or increases in demand that are outstripping available resources. At the same time policy makers and the public are impatient for responses and results. While still calling for improvements and new initiatives, they may not be prepared to wait for multi-year transformation programmes to deliver results, even if these were cost effective and likely to succeed. This article summarises key points from the report Transforming Public Services which sets out a practical route to transforming public services, building high performance organisations and quickly achieving multiple objectives. The approach can avoid traditional trade-offs and benefits people and organisations. Transforming Public Services can be obtained from www.policypublications.com
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The adoption of systems-focused risk assessment techniques has not led to measurable improvement in the rate of patient harm. Why? In part, because these tools focus solely on understanding problems, and provide no direct support for... more
The adoption of systems-focused risk assessment techniques has not led to measurable improvement in the rate of patient harm. Why? In part, because these tools focus solely on understanding problems, and provide no direct support for designing and managing solutions (i.e., risk control). This second installment of a 2-part series on rebalancing risk management describes a structured approach to bridging this gap: The Active Risk Control (ARC) Toolkit. A pilot study is presented to show how ARC Toolkit can improve the quality of risk management practice.
Research Interests: Management, Risk Management and Insurance, Safety Engineering, Organizational Change, Quality Management, and 164 moreParticipatory Research, Decision Making, Quality, Project Management, Innovation statistics, Judgment and decision making, Participatory Design, Patient Safety, Design for Social Innovation, Organisational Change, Lean Thinking, Creative Problem Solving, Change Leadership, Health Care Administration, Disaster risk management, Health Care, Occupational Health & Safety, Design Research, Service Quality, Project Risk Management, Risk and Vulnerability, User Centred Design, Change Management, Design Innovation, Quality Improvement, Business Process Improvement, Risk Management, Risk communication, Continuous Improvement, Decision Making Under Uncertainty, Health Services Research, Risk assessment, Healthcare design, Quality of Healthcare Services, Design thinking, Total Quality Management (TQM), Health Care Management, Health Administration, Decision-Making, Risk Assessment & Risk Management, Healthcare, Healthcare Operations Management, Healthcare-Associated Infections, Safety and reliability and risk management, Design Thinking (Business), Safety-Critical Systems, Healthcare Administration, Tools and Techniques, Design Tools, Co-design/Co-creation/participatory design, Safety, Problem Solving, Risk Analysis, Iatrogenesis, Decision and Risk Analysis, Occupational health and safety, Safety and Health in Workplace, Healthcare Administration and Management, Wicked Problems, Innovation, Design, Design Thinking, Imagination and Creativity in Design Thinking, Innovation Management, Health Services, Healthcare Management, Quality and patient safety, Risk Control, Systems Thinking and Problem Solving, Managing Organisational Change, Adverse Events, Nosocomial infections, Participatory Decision Making, Health Care Risk Management, Business Process Improvement, Data Quality Dimensions, Information Quality , Qualitative and Quantitative Methodology, Occupational Safety and Health, Brainstorming, Ill-Structured Problem Solving, Total Quality Management, Managing Change in Organisations, System Safety and Hazard Identification, Nosocomial, Quality Management & Continuous Improvement (mindset and tools), Keyword Brainstorming, Culture of Innovation, Hospitals, Culture of Patient Safety., Medication Errors - Medication Safety, Healthcare Risk Management, Iatrogenic injury, Occupational Safety and Health Management System, Safety Critical Systems, Healthcare Acquired Infection, Health Care Delivery, Healthcare quality & safety, Quality management, quality assurance, healthcare systems, Design support tools, System Safety, Managing Change, Integrated Safety Management System, Journal of Healthcare Risk Management, Healthcare Acquired Conditions, Managing Change Creativity and Innovation, Adverse Event, Iatrogenic Harm, Healthcare Associated Infections, Health Services Administration, Service Design Tools Methods, Intervention design, Risk and crisis management, Risk Analysis and Management, Participative design, Enterprise Risk Management in Healthcare, Safety Management Systems, Total Quality Managment, Healthcare quality and safety, Risk Management Tools and Techniques, Quality Improvement Tools and Techniques, Designing Interventions, 3-tiered Hierarchy of Risk Controls, Risk Management in Healthcare, Quality Management Systems in Healthcare, Health Service Administration, Quality Tools, Healthcare Quality Outcomes, Risk and Control Assessment, Staff involvement and quality of healthcare, Generating Options for Active Risk Control, Generating Options for Active Risk Control Technique, Active Risk Control, Structured Brainstorming Techniques, Generate Risk Control Options, Risk Control Options Generation, Quality in Healthcare, Innovation & Change Management, Iatrogenic Disease, Safety Management System, Design for Non-designers, Design Processes for Non-designers, Design Tools for Non-designers, Design Techniques for Non-designers, PDSA, Managing Risk and Uncertinity, Risk Management and Safety Healthcare, Governance and Risk Management, Risk Tools, Participatory Problem Solving, Healthcare Acquired Harm, Nosocomial Harm, Healthcare Risk Control, Participatory Risk Management, Participatory Risk Control, ARC Toolkit, Design Thinking for Non-designers, Process for Active Risk Control (PARC), Active Risk Control (ARC), Active Risk Control (ARC) Toolkit, Active Risk Control Toolkit, Healthcare Delivery, Risk Control Tools and Techniques, Healthcare-Associated Harm, Risk control options assessment, Risk Control Evaluation Matrix, Risk Control Options Analysis Worksheets, Risk Control Options Evaluation Matrix, Risk Control Options Analysis, Risk Control Options Evaluation, and Learning Health System
Franks, P.E (1985) : The management of change Training & Development (T&D) Forum, April pages 16 - 20.
Research Interests: Social Psychology, Strategy (Military Science), Social Policy, Human Resource Development, Social Sciences, and 20 moreSocial Philosophy, Strategic Studies, Strategic Management, South African Politics and Society, Human Resource Management, Strategic Planning, Strategic Human Resource Management, Change Management, Philosophy of Social Science, South Africa (History), Southern Africa, Human Resources, Strategy (Business), Social and Political Philosophy, Strategy, South Africa, Social Change, Community Economic Development, Public Management, Policy Analysis and Evaluation Research, Project/program Management, Strategic Management, Race and identity in post-apartheid South Africa, Managing Change, and Innovation & Change Management
Mindset strategies to effectively navigate change: Written for APSC's 'Dealing with Change' Core Skills program (2014)
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Paper presented to the Psycological Association of South Africa Congress, Rand Afrikaans University, Johannesburg, 7th October, 1986. Published as: Franks, P.E (1987) : White resistance to black advancement : empirical findings. South... more
Paper presented to the Psycological Association of South Africa Congress, Rand Afrikaans University, Johannesburg, 7th October, 1986.
Published as:
Franks, P.E (1987) : White resistance to black advancement : empirical findings. South African Journal of Labour Relations, 11 ( 1), pages 30 -39.
Published as:
Franks, P.E (1987) : White resistance to black advancement : empirical findings. South African Journal of Labour Relations, 11 ( 1), pages 30 -39.
Research Interests: Organizational Behavior, Organizational Psychology, Social Psychology, Social Sciences, Organizational Change, and 41 moreSocial Identity, Organizational Culture, South African Politics and Society, Regional and Local Governance, Governance, Identity (Culture), Sociology of Identity, Identity politics, Discrimination, Change Management, Cultural Identity, Critical Social Psychology, National Identity, Whiteness Studies, South Africa (History), Social Developmental Psychology, Southern Africa, Language and Identity, Critical Race Theory and Whiteness theory, Public Participation In Governance, Attitudes (Social Psychology), Managing subjectivity in performance assessment, Managing Subjectivity, Critical Whiteness Studies, White Privilege, Organizational Development, Political Identity, Good Governance, South Africa, Human Capital, Leadership, Sustainability, Organization Effectiveness, Change Management, Managing Diversity, Social Change, Community Economic Development, Public Management, Policy Analysis and Evaluation Research, Project/program Management, Strategic Management, Race and identity in post-apartheid South Africa, Human Resources Management in Managing Diversity and Cultural Differences in Global Organizations, Managing People, Managing Change, Ethnicity and National Identity, Innovation & Change Management, Managing on Ethno cultural Diversity, Managing Innovations In ELT, and Favoritism
Franks, P.E (1988) : Favouritism: a dynamic process in organizational politics. South Africa Journal of Labour Relations 12 (1), pages 21 - 25. Franks, P.E (1987) : Favouritism : a dynamic process in organizational politics. Paper... more
Franks, P.E (1988) : Favouritism: a dynamic process in organizational politics. South Africa Journal of Labour Relations 12 (1), pages 21 - 25.
Franks, P.E (1987) : Favouritism : a dynamic process in organizational politics. Paper presented to the 5 National Congress of the Psychological Association of South Africa, University of Cape Town, 7 - 9 September.
Franks, P.E (1987) : Favouritism : a dynamic process in organizational politics. Paper presented to the 5 National Congress of the Psychological Association of South Africa, University of Cape Town, 7 - 9 September.
Research Interests: Management, Social Psychology, Social Sciences, Regulation And Governance, Strategic Studies, and 55 moreHistory of Social Sciences, Strategic Management, South African Politics and Society, Governance, Human Resource Management, Discrimination, Strategic Planning, Strategic Human Resource Management, Apartheid, Critical Social Psychology, Philosophy of Social Science, Multiple Modernities, South Africa (History), Social Developmental Psychology, Human Resources, Attitudes (Social Psychology), Strategy (Business), New Public Management and Governance, Strategy, organizational Politics, Business Management, Good Governance, South Africa, Corruption, Managing Diversity, corruption in South Africa during and after Apartheid, Challenges of Managing Diversity, Post-Apartheid, Race and identity in post-apartheid South Africa, Nepotism, Human Resources Management in Managing Diversity and Cultural Differences in Global Organizations, Managing cultural diversity in the workplace, Accountability and Governance Issues, Role of Organizational politics in Organizational dynamics, Journal of Personality and Social Psychology, Organizational Power and Politics, Managing Change, Modernisms and modernities, Alternative Modernities, Managing Diversity and business case, Conflict Management, Organizational Politics, Managing Diversity at the Workplace for the Archieveent of Organisational Goals, Comparative Modernities, managing diversity in Islam, Multiple Trajectories of Modernities, South African post-apartheid history, Managing on Ethno cultural Diversity, Favoritism, Non Western Modernities, Modernities/Modernisms, Social Science, Human Resources Management, Nepotism In Organizational Behaviour, Prevention of Nepotism, and Causes and Consequences of Nepotism
BACKGROUND: Risk assessment is widely used to improve patient safety, but healthcare workers are not trained to design robust solutions to the risks they uncover. This leads to an overreliance on the weakest category of risk control... more
BACKGROUND: Risk assessment is widely used to improve patient safety, but healthcare workers are not trained to design robust solutions to the risks they uncover. This leads to an overreliance on the weakest category of risk control recommendations: administrative controls. Increasing the proportion of non-administrative risk control options (NARCOs) generated would enable (though not ensure) the adoption of more robust solutions.
OBJECTIVES: Experimentally assess a method for generating stronger risk controls: The Generating Options for Active Risk Control (GO-ARC) Technique.
METHODS: Participants generated risk control options in response to two patient safety scenarios. Scenario 1 (baseline): All participants used current practice (unstructured brainstorming). Scenario 2: Control group used current practice; intervention group used the GO-ARC Technique. To control for individual differences between participants, analysis focused on the change in the proportion of NARCOs for each group.
RESULTS: Control group: Proportion of NARCOs decreased from 0.18 at baseline to 0.12. Intervention group: Proportion increased from 0.10 at baseline to 0.29 using the GO-ARC Technique. Results were statistically significant. There was no decrease in the number of administrative controls generated by the intervention group.
CONCLUSION: The Generating Options for Active Risk Control (GO-ARC) Technique appears to lead to more robust risk control options.
OBJECTIVES: Experimentally assess a method for generating stronger risk controls: The Generating Options for Active Risk Control (GO-ARC) Technique.
METHODS: Participants generated risk control options in response to two patient safety scenarios. Scenario 1 (baseline): All participants used current practice (unstructured brainstorming). Scenario 2: Control group used current practice; intervention group used the GO-ARC Technique. To control for individual differences between participants, analysis focused on the change in the proportion of NARCOs for each group.
RESULTS: Control group: Proportion of NARCOs decreased from 0.18 at baseline to 0.12. Intervention group: Proportion increased from 0.10 at baseline to 0.29 using the GO-ARC Technique. Results were statistically significant. There was no decrease in the number of administrative controls generated by the intervention group.
CONCLUSION: The Generating Options for Active Risk Control (GO-ARC) Technique appears to lead to more robust risk control options.
Research Interests: Management, Business Administration, Safety Engineering, Public Administration, Quality Management, and 173 moreErgonomics, Critical Incident Management, Decision Making, Quality, Project Management, Judgment and decision making, Occupational Health, Patient Safety, Creative Problem Solving, Human Factors, Health Care Administration, Disaster risk management, Health Care, Occupational Health & Safety, Service Quality, Project Risk Management, Risk, Change Management, Quality Improvement, Decision Support Systems, Business Process Improvement, Concept Ideation, Risk Management, Continuous Improvement, Decision Making Under Uncertainty, Health Services Research, Risk assessment, Healthcare design, Quality of Healthcare Services, Design thinking, Total Quality Management (TQM), Health Care Management, Health Administration, Administration, Ideation Phase, Human Factors Engineering, Decision-Making, Risk Assessment & Risk Management, Healthcare, Risk Analysis (Risk), Design Thinking (Business), Safety-Critical Systems, Enterprise risk management, Healthcare Administration, Design Tools, Decision support system, Safety, Problem Solving, Risk Analysis, Health Risk Assessment, Iatrogenesis, Decision and Risk Analysis, Occupational health and safety, Innovation, Design, Design Thinking, Disaster risk reduction, Health Services, Applied Ergonomics, Healthcare Management, Quality by Design, Quality and patient safety, Health Care Quality, Incident Management, Risk Control, Root Cause Analysis, RCA, Improving healthcare improvement science, Ergonomics & Human Factors, Participatory Decision Making, Hierarchy of Risk Controls, Business Process Improvement, Data Quality Dimensions, Information Quality , Qualitative and Quantitative Methodology, Occupational Safety and Health, Improving Decision making quality, Brainstorming, Design ideation, Ideation, Natural Hazard and Disaster Risk Management, FMEA, Design Tool, Incident Response, Corrective Action, Nosocomial, SWIFT, Quality Management & Continuous Improvement (mindset and tools), Keyword Brainstorming, Health and Safety, Healthcare Risk Management, Iatrogenic injury, Occupational Safety and Health Management System, Healthcare Acquired Infection, Healthcare quality & safety, ENVIRONMENTAL AND OCCUPATIONAL HEALTH, Health Services Management, Quality management, quality assurance, healthcare systems, Ergonomics and Human Factors, Human Factors and Ergonomics, Ideation methods, Managing Change, Accident analysis and prevention, Evidence-Based Healthcare Risk Management, Prospective Hazard Analysis, Healthcare Acquired Conditions, Structured What-If Technique, Failure Mode and Effects Analysis, Risk Treatment, Iatrogenic Harm, Healthcare Root Cause Analysis, Healthcare RCA, Occupational Safety, Improvement Science, Problem posing and Problem solving, Service Design Tools Methods, Risk and crisis management, EBHRM, Risk Analysis and Management, Enterprise Risk Management in Healthcare, Evidence-Based Risk Management, Systems Safety, Risk Assessment, Safety Management Systems, Total Quality Managment, Healthcare quality and safety, Risk Management Tools and Techniques, Risk Assessment Tools and Techniques, Hazard Analysis, Three-tiered Hierarchy of Risk Controls, 3-tiered Hierarchy of Risk Controls, Quality Improvement in Health Services, Risk Management in Healthcare, Quality Management Systems in Healthcare, Health Service Administration, Healthcare Quality Outcomes, Hazard management, Risk and Control Assessment, GO-ARC, GO-ARC Technique, Generating Options for Active Risk Control Technique, Active Risk Control, Structured Brainstorming Techniques, Generate Risk Control Options, Risk Control Options Generation, Quality in Healthcare, Iatrogenic Disease, Human Factors In Design, Health Care Systems, Risk Management and Insurance Techniques, Design for Non-designers, Design Processes for Non-designers, Design Tools for Non-designers, Design Techniques for Non-designers, Incident Investigation, Serious Incident Investigation, Risk Management and Safety Healthcare, Health Services Improvement, Governance and Risk Management, Accident and Occupational Safety, Risk Tools, Design Toolkits, Service Quality Improvement, Patient Harm, Healthcare Acquired Harm, Healthcare Risk Control, Process for Active Risk Control (PARC), Active Risk Control (ARC), Active Risk Control (ARC) Toolkit, Active Risk Control Toolkit, Risk Management Hierarchy, Risk and Loss Control Management, Accident root cause, Risk Control Tools and Techniques, Experimental Risk Management, Risk Management Science, International Journal of Risk & Safety in Medicine, and Learning Health Systems
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Risk assessment, by itself, does nothing to reduce risk or improve safety. It can only change outcomes by informing the design and management of effective risk control interventions. But current practice in healthcare risk management... more
Risk assessment, by itself, does nothing to reduce risk or improve safety. It can only change outcomes by informing the design and management of effective risk control interventions. But current practice in healthcare risk management suffers from an almost complete lack of support for risk control. This first installment of a 2-part series on rebalancing risk management describes a new framework to guide risk control practice: The Process for Active Risk Control.
Research Interests: Management, Risk Management and Insurance, Business Administration, Safety Engineering, Public Administration, and 170 moreDesign, Knowledge Management, Organizational Change, Quality Management, Participatory Research, Participatory Action Research, Ergonomics, Decision Making, Quality, Designing Designing--designs for social processes by which designers design, Project Management, Policy Analysis and Decision Making, Innovation statistics, Judgment and decision making, Participatory Design, Patient Safety, Design for Social Innovation, Organisational Change, Change Leadership, Human Factors, Health Care Administration, Disaster risk management, Health Care, Occupational Health & Safety, Design Research, Service Quality, Project Risk Management, Risk and Vulnerability, Management of Innovation, User Centred Design, Risk, Change Management, Design Innovation, Quality Improvement, Decision Support Systems, Business Process Improvement, Risk Management, Risk communication, Continuous Improvement, Design For Sustainable Behaviour, Decision Making Under Uncertainty, Health Services Research, Risk assessment, Healthcare design, Quality of Healthcare Services, Design thinking, Total Quality Management (TQM), Health Care Management, RISK MANAGEMENT (Engineering), Administration, Innovation and Creativity (Business), Design Critical Thinking, Human Factors Engineering, Design Process (Design Multi Disciplinary Practice), Decision-Making, Risk Assessment & Risk Management, Healthcare, Healthcare Operations Management, Public Health Systems & Services Research, Health services in hospitals, Safety and reliability and risk management, Design Thinking (Business), Enterprise risk management, Healthcare Administration, Tools and Techniques, Co-design/Co-creation/participatory design, Cognitive Ergonomics, Safety, Risk Analysis, Business Management, Health Risk Assessment, Decision and Risk Analysis, Occupational health and safety, Safety and Health in Workplace, Risk Perception, Health service management, Design process, Participatory design approach, Innovation, Design, Design Thinking, Disaster risk reduction, Health Services, Healthcare Management, Quality by Design, Quality and patient safety, Risk Control, Nosocomial infections, Ergonomics & Human Factors, Participatory Decision Making, Health Care Risk Management, Health Service Sector, Hierarchy of Risk Controls, Business Process Improvement, Data Quality Dimensions, Information Quality , Qualitative and Quantitative Methodology, Health and Safety Management, Codesign, Quality Management System, Iso 31000, Health, Safety and Environmental Management, Total Quality Management, Impact of health and safety risks management on humanitarian disaster relief projects, Quality Management & Continuous Improvement (mindset and tools), Health and Safety, Medication Errors - Medication Safety, Healthcare Risk Management, Occupational Safety and Health Management System, Open Innovation, Decision Making Under Uncertainty, Participatory Design, Iso 31ooo, Healthcare quality & safety, Health Services Management, Quality management, quality assurance, healthcare systems, Managing Change, Journal of Healthcare Risk Management, Risk Treatment, Change Models, Lewin's Three Steps Model, Design framework, Community participation and engagement, Participatory design process, Design Thinking Practice, Perioperative Patient-Safety, Health Services Administration, Risk and crisis management, Quality Imorovement in Healthcare, Risk Analysis and Management, Enterprise Risk Management in Healthcare, Systems Safety, Risk Assessment, Kurt Lewin, Total Quality Managment, Healthcare quality and safety, Health Service Improvement, Quality and safety in health care, Risk Management Tools and Techniques, Risk Assessment Tools and Techniques, Quality Improvement Tools and Techniques, Healthcare Risk Management Definition, Quality Improvement in Health Services, Industrial Process Design, Risk Management in Healthcare, Quality Management Systems in Healthcare, Measuring Service Quality in Healthcare, Ergonomic design and sustainability, Staff involvement and quality of healthcare, GO-ARC, GO-ARC Technique, Generating Options for Active Risk Control Technique, Active Risk Control, Generate Risk Control Options, Risk Control Options Generation, Quality in Healthcare, Innovation & Change Management, Patient Safety Culture, Improving, Human Factors In Design, Health Care Systems, Change Models and Tools, Design for Non-designers, Design Processes for Non-designers, Lewinian Change Management, Risk Management and Safety Healthcare, Health Services Improvement, Governance and Risk Management, Service Quality Improvement, Nosocomial Harm, Healthcare Risk Control, ARC Toolkit, Process for Active Risk Control (PARC), Active Risk Control (ARC), Active Risk Control (ARC) Toolkit, Active Risk Control Toolkit, and Learning Health Systems
A sharing of key findings of a five-year investigation into new leadership and quicker, more affordable and less disruptive routes to high performance organizations. Presented a relationship based view of leadership with a focus upon... more
A sharing of key findings of a five-year investigation into new leadership and quicker, more affordable and less disruptive routes to high performance organizations. Presented a relationship based view of leadership with a focus upon areas such as visioning, communication, innovation, engagement and helping individuals and teams to excel and stay current and competitive through the provision of personalized 24/7 performance support, including key findings from recent books and reports by the presenter (see http://www.policypublications.com/).
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Argues that poor corporate conduct in a sector such as financial services can be improved more effectively by performance support rather than cultural change
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Research Interests: Social Change, Health Psychology, Health Sciences, Health Promotion, Organizational Change, and 18 moreMental Health, Leadership, Organisational Change, Change Leadership, Global Health, Dialectical Behavioral Therapy, Change Management, Transformational Leadership, Organizational Leadership, Global Leadership, Health, Public Health, Leadership Development, Organisational Learning; Leadership, Strategic Planning; Change Management, Change Management, Leading Innovationa and Leadership, Managing Change, Dialectical Spiral, and Innovation & Change Management
The results of a survey investigation undertaken by Adaptation for Mercury Communications into how corporate and team communications might contribute more to effective change management. It found that reality and actual contribution and... more
The results of a survey investigation undertaken by Adaptation for Mercury Communications into how corporate and team communications might contribute more to effective change management. It found that reality and actual contribution and effectiveness differs greatly from expectations and myths surrounding communications.
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A report on the results of a survey investigation into teamwork. Teamwork is over-rated and may not be needed. Many groups and teams lack clear objectives and spend an excessive amount of time trying to be effective as a group or team.... more
A report on the results of a survey investigation into teamwork. Teamwork is over-rated and may not be needed. Many groups and teams lack clear objectives and spend an excessive amount of time trying to be effective as a group or team. Often a better outcome and quicker response would be obtained by giving a question or problem to the most qualified individual rather than to a group or team.
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Current practice in healthcare risk management is supported by many tools for risk assessment (understanding problems), but none for risk control (solving problems). The results: a failure to improve safety, and a waste of the investment... more
Current practice in healthcare risk management is supported by many tools for risk assessment (understanding problems), but none for risk control (solving problems). The results: a failure to improve safety, and a waste of the investment made in risk assessment. The Active Risk Control (ARC) Toolkit, available for free, fills this void with a systematic, structured approach to risk control.