Leadership conversations: the impact on patient environments

Purpose – The aim of this study is to examine 15 NHS acute trusts in England that achieved high scores at all their hospitals in the first four national Patient Environment audits. No common external explanations were discernible. This paper seeks to examine whether the facilities managers responsible for the Patient Environment displayed a consistent leadership style. Design/methodology/approach – Overall, six of the 15 trusts gave permission for the research to take place and a series of unstructured interviews and observations were arranged with 22 facilities managers in these trusts. Responses were transcribed and categorised through multiple iteration. Findings – The research found common leadership and managerial behaviours, many of which could be identified from other literature. The research also identified managers deliberately devoting energy and time to creating networks of conversations. This creation of networks through managing conversation is behaviour less evident in mainstream leadership literature or in the current Department of Health and NHS leadership models. Practical implications – The findings of this study offer managers (particularly those in FM and managers across NHS) a unique insight into the potential impact of leaders giving an opportunity to re-model thinking on management and leadership and the related managerial development opportunities. It provides the leverage to move facilities management from the role of a commodity or support service, to a position as a true enabler of business. Originality/value – Original research is presented in a previously under-examined area. The paper illuminates how facilities management within trusts achieving high Patient Environment Action Team (PEAT) scores is led.</p

Coupling Performance Measurement and Collective Activity: The Semiotic Function of Management Systems. A Case Study

Theories about management instruments often enter dualistic debates between structure and agency: do instruments determine the forms of collective activity (CA), or do actors shape instruments to their requirements, or are instruments and concrete activity decoupled, as some trends of new institutionalist theory assume? Attempts to overcome the dualistic opposition between structure and activity stem from diverse sources: actors’ networks theory, structuration theory, pragmatism, theory of activity, semiotics. Performance measurement and management systems can be defined as structural instruments engaged in CA. As such they constrain the activity, but they do not determine it. Reciprocally, they are modified by the way CA uses them and makes sense of them. The central thesis of this paper will be that it is impossible to study the role of performance measurement as a common language in organizations independently from the design of the CA in which it is engaged. There is a not deterministic coupling between structure (i.e. management technical tools) and CA (i.e. business processes). The transformation of CA entails a transformation in the meaning of the “performance” concept, in the type of measurement required and in the performance management practices. The relationship between performance measurement and CA is studied here in the production division of a large electricity utility in France. The research extended over several years and took place when two new management systems were simultaneously implemented: a new management accounting system and an integrated management information system (ERP), both in the purchasing process. The new management accounting system was designed by the purchasing department; the new management information system was designed by the operational departments. Whereas the coherence between both projects could have been given by their common subordination to the rebuilding of CA (the purchasing process), their disconnection from concrete CA opened the possibility of serious dissonances between them. Both the new performance management system and the new ERP met difficulties to provide common languages, since the dimension of CA was taken for granted and consequently partly ignored in the engineering of both systems. When CA incurs radical transformations, actors’direct discursive exchanges about it, “collective activity about collective activity”, become necessary to ensure a flexible and not deterministic coupling between CA and new management systems. This reflexive and collective analysis of the process by actors themselves requires the establishment of “communities of process”, which can jointly redesign the CA and its performance measurement system. We conclude that performance measurement can be a common language as far as there is a clear and shared understanding of how CA should concretely take place and should be assigned to the different categories of actors.Business Process; Collective Activity; Community of Process; Management Instruments; Performance Measurement; Semiotics; Theory of Activity

River basin planning project: social learning (Science Report SC050037/SR1)

This report documents the findings of a 12-month Environment Agency science project on social learning for river basin planning. Our aim was to use social learning approaches and soft system methods to inform the development of the River Basin Planning Strategy and improve the effectiveness of the Environment Agency's Water Framework Directive (WFD) Programm

View from the Top: How Corporate Boards Can Engage on Sustainability Performance

Corporate boards are responsible for overseeing the interests of shareholders in the long term and have a critical role to play in championing sustainability across the enterprise. Over the years, Wall Street research, academic papers, corporate reports and trends from major investors have all underscored the same message: Companies that adopt sustainable practices deliver superior financial results and can face the future with more resilience.Based on interviews conducted with dozens of corporate directors, senior corporate leaders and governance experts, this Ceres report identifies key strategies for effective board engagement that can produce tangible environmental and social impacts. Specifically, the report recommends two inter-related approaches for weaving sustainability more deeply across board functions:Integrating sustainability into board governance systems, andIntegrating sustainability into board actions.By combining robust systems and meaningful actions, boards will have a far better chance of encouraging substantive performance improvements

The Instrumental Genesis of Collective Activity. The Case of an ERP Implementation in a Large Electricity Producer

Collective activity should be a focal subject to study organizational dynamics, particularly in relation with the implementation of management systems such as ERPs. Collective activity is analyzed here as an ongoing dialogical construction by actors. It is always mediated by signs and particularly by instruments. To design and adapt collective activity, a reflexive dialogical exchange between actors, a “collective activity about collective activity”, mediated by instruments, is necessary: we call it “the instrumental genesis of collective activity”. We analyze the case of an ERP implementation at EDF, a large electricity company, in the purchase and procurement area of the production division. The design and implementation of the new system was not clearly viewed as the instrumental genesis of collective activity. Difficulties appeared particularly for cross-functional cooperation and for the construction of new professional profiles of competence. In the light of this case, we suggest that key conditions for the intelligibility and the actionability of collective activity are the establishment of communities and the hybridization of professional competences.Collective Activity; Collective Sensemaking; Community; Dialogical; ERP; Instruments; Instrumental Genesis of Activity; Interpretation; Sign

Arts Integration as a Pathway to Unity in the Community: The (Ongoing) Journey of Pillsbury House + Theatre

This report is a 2013 study of how a nonprofit theater and a social service agency that happened to reside in the same building rediscovered their shared history as a 19th century Settlement House, and unified operations to become a 21st Century Center for Creativity and Community. In 2008, Pillsbury United Communities -- a network of five community centers, 70+ programs, and 8 business ventures in the Twin Cities -- made the unusual decision to hand over leadership of its largest facility, Pillsbury House Neighborhood Center (PHNC), to Faye Price and Noël Raymond, co-artistic directors of Pillsbury House Theatre. The theater had gained acclaim with almost two decades of professional productions reflecting contemporary social issues of relevance to its diverse South Minneapolis neighborhood. However, Price and Raymond had a larger vision to have high-quality arts underlie all of the Center's services to increase the individual and community creativity needed to tackle serious socio-economic challenges and revitalize the neighborhood. The journey is told through stories and interviews with more than 30 staff, artists, program participants, community and civic leaders, residents, and funders. It is supplemented by data from independent program evaluations from 2010-2013. The report (by veteran journalist and arts funder Nancy Fushan) documents not only what happens as the staff attempts to embed the arts in almost every aspect of the organization. It explores factors that contribute to success and thechallenges that informed further change and evolution. Pillsbury House + Theatre (PH+T), a center for creativity and community, shares lessons learned that may be of value to other nonprofit organizations that are contemplating a "re-imagination" of their work at this considerable scope and scale. The insights may also be of interest to artists, educators, evaluators and those in the human services and philanthropy fields

Partnership as conversation: why partnerships are condemned to talk and what they need to talk about

Participants and observers regularly complain that multi-agency partnerships are “talking shops,” engaged in constant discussion which gets in the way of “doing” the work of partnership. In this paper we engage with and criticize this characterization. Drawing on ideas from the Cultural Theory of Mary Douglas, we argue that true multi-agency partnerships are structurally condemned to talk. Instead of criticizing this talk and contrasting it with “doing” we should see it as a critical part of the doing of partnership. We should therefore concentrate on organizing and structuring partnership talk in order to move things forward rather than trying to minimize it. In the second half of the paper we therefore put forward a proposal for how partnership talk should be organized into five “conversations” concerning the principles, policies, processes, practices and politics of partnership. While we can make no predictions for the outcome of these conversations in any given case, we can, we believe, establish some necessary preconditions for effective interaction. We illustrate our arguments drawing on a range of empirical work in education and wider public services reform

‘The teacher is here to ask for your help’: A story of schools, employers and networks.

This paper explores the development of the Jobs4Kids (J4K) campaign, a joint initiative of the SGR LLEN Employer Reference Group and the Beacon Foundation. Involving a three-year business plan, the J4K campaign aims to broker young people into employment in local jobs in the region. The campaign is the result of the intersection between an evolving project within the LLEN and the growth of an established program of the Beacon Foundation. The paper will use a Deleuzian lens to explore the ground shifts that have occurred in the process of forming this connection; I am concerned with the intersecting movements of different orders that have created a necessary transitory coordination. Within such a ‘rhizome’ there are only lines: dimensional lines of segmentarity and stratification and lines of flight as ‘the maximum dimension after which the multiplicity undergoes metamorphosis, changes in nature’ (Deleuze & Guattari 1987 p.21). My perspective of this metamorphosis is specifically focused on SGR LLEN; I close with a consideration of the possibilities of this change in nature for the continuing work of the LLEN

Designing transition paths for the diffusion of sustainable system innovations. A new potential role for design in transition management?

Copyright @ 2008 Umberto AllemandiIt is a shared opinion that the transition towards sustainability will be a continuous and articulated learning process, which will require radical changes on multiple levels (social, cultural, institutional and technological). It is also shared that, given the nature and the dimension of those changes, a system discontinuity is needed, and that therefore it is necessary to act on a system innovation level. The challenge now is to understand how it is possible to facilitate and support the introduction and diffusion of such innovations. Bringing together insights from both Design for sustainability and Transition management literatures, the paper puts forward a model, called Transition model of evolutionary co-design for sustainable (product-service) system innovations, aimed at facilitating and speed-up the process of designing, experimentation, niche introduction and branching of sustainable such innovations