Achtsamkeitstraining für die Firma? Gerne, aber bitte nachhaltig

Die weltweite Nachfrage nach Achtsamkeitstrainingskursen in Unternehmen hat in den letzten Jahren enorm zugenommen. Das große Interesse an Achtsamkeit liegt an der Hoffnung vieler Unternehmen weltweit, damit Stress im Firmenalltag abzubaün, mehr Gleichgewicht einzuleiten sowie in der Folge sogar Produktivitätssteigerungen realisieren zu können, aber auf sanfte, nachhaltige Art. Dennoch ist die Nachhaltigkeit von Achtsamkeitskursen in Unternehmen längst nicht so eingehend erforscht wie es die Popularität dieses Themas nahe legt. Das liegt hauptsächlich daran, dass bei vielen Kursen in Firmen Achtsamkeit mit Meditation gleichgestellt wird. Meditieren ist jedoch nur eine von vielen Methoden, um Achtsamkeit zu lernen und im Arbeitsalltag anzuwenden, und die Meditation ist nicht immer der beste Weg in die Achtsamkeit. In diesem Kapitel wird Schritt für Schritt erklärt, was Achtsamkeit ist und wie sie funktioniert, warum sie nicht dasselbe ist wie Achtsamkeitsmeditation und wie man Unternemen helfen kann, Achtsamkeit nachhaltig in ihre Firmenkultur einzubetten und somit langfristig zu erreichen, was sie sich durch Achtsamkeitskurse erhoffen

Evaluating the organisational climate in Italian public healthcare institutions by means of a questionnaire

<p>Abstract</p> <p>Background</p> <p>By means of the ICONAS project, the Healthcare Agency of an Italian Region developed, and used a standardised questionnaire to quantify the organisational climate. The aims of the project were (a) to investigate whether the healthcare institutions were interested in measuring climate, (b) to estimate the range of applicability and reliability of the instrument, (c) to analyse the dimensions of climate among healthcare personnel, (d) to assess the differences among employees with different contractual positions.</p> <p>Methods</p> <p>The anonymous questionnaire containing 50 items, each with a scale from 1 to 10, was offered to the healthcare organisations, to be compiled during ad hoc meetings. The data were sent to the central project coordinator. The differences between highly specialised staff (mostly physicians) and other employees were assessed after descriptive statistical analysis of the single items. Both Principal Component Analysis and Factor Analysis were used.</p> <p>Results</p> <p>Ten healthcare organisations agreed to partecipate. The questionnaire was completed by 8691 employees out of 13202. The mean value of organisational climate was 4.79 (range 1–10). There were significant differences among single items and between the 2 groups of employees. Multivariate methods showed: (a) one principal component explained > 40% of the variance, (b) 7 factors summarised the data.</p> <p>Conclusion</p> <p>Italian healthcare institutions are interested in assessing organisational phenomena, especially after the reforms of the nineties. The instrument was found to be applicable and suitable for measuring organisational climate. Administration of the questionnaire leads to an acceptable response rate. Climate can be discribed by means of 7 underlying dimensions.</p

Acceptability of healthcare interventions : an overview of reviews and development of a theoretical framework

Abstract Background It is increasingly acknowledged that \u2018acceptability\u2019 should be considered when designing, evaluating and implementing healthcare interventions. However, the published literature offers little guidance on how to define or assess acceptability. The purpose of this study was to develop a multi-construct theoretical framework of acceptability of healthcare interventions that can be applied to assess prospective (i.e. anticipated) and retrospective (i.e. experienced) acceptability from the perspective of intervention delivers and recipients. Methods Two methods were used to select the component constructs of acceptability. 1) An overview of reviews was conducted to identify systematic reviews that claim to define, theorise or measure acceptability of healthcare interventions. 2) Principles of inductive and deductive reasoning were applied to theorise the concept of acceptability and develop a theoretical framework. Steps included (1) defining acceptability; (2) describing its properties and scope and (3) identifying component constructs and empirical indicators. Results From the 43 reviews included in the overview, none explicitly theorised or defined acceptability. Measures used to assess acceptability focused on behaviour (e.g. dropout rates) (23 reviews), affect (i.e. feelings) (5 reviews), cognition (i.e. perceptions) (7 reviews) or a combination of these (8 reviews). From the methods described above we propose a definition: Acceptability is a multi-faceted construct that reflects the extent to which people delivering or receiving a healthcare intervention consider it to be appropriate, based on anticipated or experienced cognitive and emotional responses to the intervention. The theoretical framework of acceptability (TFA) consists of seven component constructs: affective attitude, burden, perceived effectiveness, ethicality, intervention coherence, opportunity costs, and self-efficacy. Conclusion Despite frequent claims that healthcare interventions have assessed acceptability, it is evident that acceptability research could be more robust. The proposed definition of acceptability and the TFA can inform assessment tools and evaluations of the acceptability of new or existing interventions