Opportunities and challenges when implementing design thinking principles in non-design-driven organizations

Abstract. Design thinking is a concept used in organizations to enhance creativity and innovation, often to gain competitive advantage. Design thinking can be considered both as a mindset of how to think about problems and as a problem-solving process. The process is often described as nonlinear and iterative system of exploring and finding problems or opportunities that inspire for finding solutions, creating, developing and testing ideas and carrying the project outcomes to the market. It is focused on the user experience, analyzing and interpreting the cues for the creation for future solutions and growth. Challenges often occur when beginning to implement design thinking principles to non-design-driven organizations that are accustomed to efficiency-based methodologies. Design sprint is an application of design thinking and fast development systems that aims to compress the main points of the ideologies to generate tested business solutions during a one-week project. A design sprint was conducted at the case company that has no prior design thinking experience to develop new service packages for their new business unit. During the week-long project new solutions were ideated, sketched, prototyped and tested with customers. As a result, it was determined which services should be launched first, which ones at some point later and which should be discarded for good because of the lack of customer interest. The sprint week, discussions and interviews were used to gather data for this research. This Master’s thesis aims to gain knowledge through a case project and ethnographic action research on the practicalities of design thinking concepts using the example of sprints: what kind of opportunities they bring and what should be considered especially when applying them in an organization that has little prior experience in design thinking. The role of the facilitator and their potential contribution to the desired results of sprints are examined. Furthermore, the organizational culture and established systems are considered in terms of how they too affect the potential design sprint results. The objectives and expectations of a project should be considered prior to determine whether a sprint is the most appropriate method to use, or if there is a more suitable way of approaching the problem in hand. When conducting a project like a design sprint implementing design thinking principles, it should be considered whether it would be beneficial to prepare the team for the exploratory and creative activity by teaching some design thinking principles and/or arranging activities that foster creativity. Organizational culture and established structures influence the team the outcomes of the sprint and set the scene for the whole project. Facilitator’s role is fundamental especially in organizations not familiar with design thinking concepts

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Effectiveness of early part-time sick leave in musculoskeletal disorders

<p>Abstract</p> <p>Background</p> <p>The importance of staying active instead of bed rest has been acknowledged in the management of musculoskeletal disorders (MSDs). This emphasizes the potential benefits of adjusting work to fit the employee's remaining work ability. Despite part-time sick leave being an official option in many countries, its effectiveness has not been studied yet. We have designed a randomized controlled study to assess the health effects of early part-time sick leave compared to conventional full-day sick leave. Our hypothesis is that if work time is temporarily reduced and work load adjusted at the early stages of disability, employees with MSDs will have less disability days and faster return to regular work duties than employees on a conventional sick leave.</p> <p>Methods/Design</p> <p>The study population will consist of 600 employees, who seek medical advice from an occupational physician due to musculoskeletal pain. The inclusion requires that they have not been on a sick leave for longer than 14 days prior to the visit. Based on the physician's judgement, the severity of the symptoms must indicate a need for conventional sick leave, but the employee is considered to be able to work part-time without any additional risk. Half of the employees are randomly allocated to part-time sick leave group and their work time is reduced by 40–60%, whereas in the control group work load is totally eliminated with conventional sick leave. The main outcomes are the number of days from the initial visit to return to regular work activities, and the total number of sick leave days during 12 and 24 months of follow-up. The costs and benefits as well as the feasibility of early part-time sick leave will also be evaluated.</p> <p>Conclusion</p> <p>This is the first randomised trial to our knowledge on the effectiveness of early part-time sick leave compared to conventional full-time sick leave in the management of MSDs. The data collection continues until 2011, but preliminary results on the feasibility of part-time sick leave will be available already in 2008. The increased knowledge will assist in better decision making process regarding the management of disability related to MSDs.</p> <p>Trial Registration</p> <p>International Standard Randomised Controlled Trial Number Register, register number ISRCTN30911719</p

Two Legionnaires' disease cases associated with industrial waste water treatment plants: a case report

<p>Abstract</p> <p>Background</p> <p>Finnish and Swedish waste water systems used by the forest industry were found to be exceptionally heavily contaminated with legionellae in 2005.</p> <p>Case presentation</p> <p>We report two cases of severe pneumonia in employees working at two separate mills in Finland in 2006. <it>Legionella </it>serological and urinary antigen tests were used to diagnose Legionnaires' disease in the symptomatic employees, who had worked at, or close to, waste water treatment plants. Since the findings indicated a <it>Legionella </it>infection, the waste water and home water systems were studied in more detail. The antibody response and <it>Legionella </it>urinary antigen finding of Case A indicated that the infection had been caused by <it>Legionella pneumophila </it>serogroup 1. Case A had been exposed to legionellae while installing a pump into a post-clarification basin at the waste water treatment plant of mill A. Both the water and sludge in the basin contained high concentrations of <it>Legionella pneumophila </it>serogroup 1, in addition to serogroups 3 and 13. Case B was working 200 meters downwind from a waste water treatment plant, which had an active sludge basin and cooling towers. The antibody response indicated that his disease was due to <it>Legionella pneumophila </it>serogroup 2. The cooling tower was the only site at the waste water treatment plant yielding that serogroup, though water in the active sludge basin yielded abundant growth of <it>Legionella pneumophila </it>serogroup 5 and <it>Legionella rubrilucens</it>. Both workers recovered from the disease.</p> <p>Conclusion</p> <p>These are the first reported cases of Legionnaires' disease in Finland associated with industrial waste water systems.</p

The importance of job control for workers with decreased work ability to remain productive at work

Purpose: Workers with decreased work ability are at greater risk of reduced productivity at work. We hypothesized that work-related characteristics play an important role in supporting workers to remain productive despite decreased work ability. Methods: The study population consisted of 10,542 workers in 49 different companies in the Netherlands in 2005-2009. Productivity loss at work was defined on a 10-point scale by asking how much work was actually performed during regular hours on the last regular workday when compared with normal. Independent variables in the logistic regression analysis were individual characteristics, work-related factors, and the work ability index. Additive interactions between work-related factors and decreased work ability were evaluated by the relative excess risk due to interaction (RERI). Results: The odds ratios and 95% confidence intervals (CI) for the likelihood of productivity loss at work were 2.03 (1.85-2.22), 3.50 (3.10-3.95), and 5.54 (4.37-7.03) for a good, moderate, and poor work ability, compared with an excellent work ability (reference group). Productivity loss at work was associated with lack of job control, poor skill discretion, and high work demands. There was a significant interaction between decreased work ability and lack of job control (RERI = 0.63 95% CI 0.11-1.16) with productivity loss at work. Conclusion: The negative effects on work performance of decreased work ability may be partly counterbalanced by increased job control. This suggests that interventions among workers with (chronic) disease that cause a decreased work ability should include enlargement of possibilities to plan and pace their own activities at work

How is the New Public Management applied in the occupational health care system? - decision-makers' and OH personnel's views in Finland

<p>Abstract</p> <p>Background</p> <p>In many countries occupational health care system is in change. Occupational health studies are mainly focused on occupational health substance and content. This study offers new perspectives on municipal OHS and its operations from management perspective.</p> <p>Aim</p> <p>The aim of this study is to analyse how New Public Management (NPM) doctrines are applied in the Finnish occupational health care system (OHS). The main focus is to describe and compare the views of decision-makers' and OH workers within the framework of NPM.</p> <p>Methods</p> <p>The data were collected by semi-structured interviews from 17 municipal decision-makers' and 26 municipal OH workers. Data was analyzed by examining coded data in a theory-driven way according to Hood's doctrine of NPM.</p> <p>Results</p> <p>The doctrines were not as compatible with the OH personnel view as with the decision-makers' view. Decision-makers and OH personnel highlighted the strict criteria required for operation evaluation. Moreover, decision-makers strongly accentuated professional management in the public sector and the reorganization of public sector units. These were not equally relevant in OH personnel views. In OH personnel views, other doctrines (more attention to performance and accomplishments, emphasizing and augmentation of the competition and better control of public expense and means test) were not similarly in evidence, only weak evidence was observed when their importance viewed as medium by decision-makers. Neither of the respondents group kept the doctrine of management models of the private sector relevant.</p> <p>Conclusions</p> <p>The NPM and Hoods doctrine fitted well with OH research. The doctrine brought out view differences and similarities between decision-makers and OH personnel. For example, policymakers highlighted more strongly the structural change by emphasizing professional management compared to OH personnel. The need for reorganization of municipal OH, regardless of different operational preconditions, was obvious for both decision-makers and OH personnel. The adaptation of more clarify management to a municipal context is not trouble-free. The municipality systemic structure, complex operational environment, and reconciliation of political and officer authority set challenges to management of municipalities.</p