Organizational mindfulness and mindful organizing: A reconciliation and path forward

Ray, Baker, and Plowman's (2011) study of organizational mindfulness highlights latent tensions in the mindfulness literature and promising avenues for future research. Their study provides a springboard for reconciling the literature by differentiating organizational mindfulness from mindful organizing, establishing where organizational mindfulness and mindful organizing are most important, and clarifying how and when each construct can be most fruitfully deployed in research and practice. Clearer theorizing leads to a set of research questions that seek to integrate multiple conceptions of individual and organizational mindfulness, establish their individual and organizational antecedents, explore the consequences for individuals and organizations, and in so doing, further increase the relevance of organizational mindfulness for business schools

Structuring for high reliability: HR practices and mindful processes in reliability-seeking organizations

This paper theoretically and empirically connects the literature on high-reliability organizations (HROs) to a broader set of organizations, which we call reliability-seeking organizations. Unlike HROs, which operate high-hazard technologies, reliability-seeking organizations operate in high-hazard environments. Reliability-seeking organizations are tightly coupled to their unpredictable and complex environments in such a manner that although the human mortality rate is low, the risk of small failures amplifying into organizational mortality is high. To cope with these environments, reliability-seeking organizations organize to remain open and flexible to emerging information and achieve the reliability demanded by their environments—intensity of innovation. These organizations utilize skilled temporary employees, positive employee relations, and an emphasis on training to innovate, and, in turn, generate greater financial performance. We test these hypotheses using a sample of 184 initial public offering (IPO) software firms that conducted their IPO between 1993 and 1996 and our results are consistent with our theorizing. Firms that utilized these human resource practices innovated more frequently and firms with more innovations had higher stock prices over time. Our findings combine to suggest a theoretical model of structural antecedents of a different type of reliability—intensity of innovation Copyright © 2003 John Wiley & Sons, Ltd.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/35038/1/221_ftp.pd

Future of Leadership in Healthcare: Enabling Complexity Dynamics Across Levels

Healthcare is one of the world\u27s fastest-growing industries with over $10 trillion in projected spending by 2022 (Deloitte, 2019). Despite this growth, the industry faces several challenges including rising costs, care delivery outside urban areas and to marginalized populations, digital transformation, and regulatory compliance. To navigate these challenges and capitalize on growth opportunities, leaders must build and manage complex dynamics occurring in the space between the organization and a wide range of internal and external stakeholders. In this symposium, we address this issue by assembling a group of scholars trained in healthcare management, strategy, leadership, and organizational theory to discuss the role of leaders in the future of healthcare. Through a series of presentations, we will illustrate how leaders in healthcare enable complexity dynamics across organizational levels to drive desired outcomes. In doing so, we bring to the forefront the multilevel and complex nature of healthcare leadership and invite innovative thinking about leadership for the future of healthcare. Building Extra-Organizational Adaptive Networks: Complexity Leadership in Healthcare Presenter: Erin Bass; U. of Nebraska, Omaha Presenter: Ivana Milosevic; College of Charleston Physician CEOs & Patient Safety Presenter: Geoffrey Silvera; Auburn U. Presenter: Timothy J. Vogus; Vanderbilt U. Presenter: Jonathan Clark; U. of Texas At San Antonio Management Practices of Under-Resourced Nursing Homes Presenter: Justin Lord; Louisiana State U. Shreveport Stitching Ties: Team Performance in the Connected Organization Presenter: John Hollingsworth; U. of Michigan Presenter: Jason Owen-Smith; U. of Michigan, Ann Arbor Presenter: Dennie Kim; U. of Virginia Darden School of Business Presenter: Marlon DeMarcie Twyman; U. of Southern California, Annenberg School for Communication and Journalism Identifying Healthcare\u27s Future Leaders: Development of a Leadership Potential Model for Healthcare Presenter: Kevin S. Groves; Pepperdine U. Presenter: Ann E. Feyerherm; Pepperdine Graziadio Business Schoo

Measuring outcome differences associated with STEMI screening and diagnostic performance: a multicentred retrospective cohort study protocol

Introduction: Advances in ST-segment elevation myocardial infarction (STEMI) management have involved improving the clinical processes connecting patients with timely emergency cardiovascular care. Screening upon emergency department (ED) arrival for an early ECG to diagnose STEMI, however, is not optimal for all patients. In addition, the degree to which timely screening and diagnosis are associated with improved time to intervention and postpercutaneous coronary intervention outcomes, under more contemporary practice conditions, is not known. Methods: We present the methods for a retrospective multicentre cohort study anticipated to include 1220 patients across seven EDs to (1) evaluate the relationship between timely screening and diagnosis with treatment and postintervention clinical outcomes; (2) introduce novel measures for cross-facility performance comparisons of screening and diagnostic care team performance including: door-to-screening, door-to-diagnosis and door-to-catheterisation laboratory arrival times and (3) describe the use of electronic health record data in tandem with an existing disease registry. Ethics and dissemination The completion of this study will provide critical feedback on the quality of screening and diagnostic performance within the contemporary STEMI care pathway that can be used to (1) improve emergency care delivery for patients with STEMI presenting to the ED, (2) present novel metrics for the comparison of screening and diagnostic care and (3) inform the development of screening and diagnostic support tools that could be translated to other care environments. We will disseminate our results via publication and quality performance data sharing with each site. Institutional ethics review approval was received prior to study initiation

The affective foundations of high‐reliability organizing

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/106923/1/job1922.pd

Sensemaking and emotion in organizations

Emotion is a critical but relatively unexplored dimension of sensemaking in organizations. Existing models of sensemaking tend to ignore the role of emotion or portray it as an impediment. To address this problem, we explore the role that felt emotion plays in three stages of individualsensemaking in organizations. First, we examine emotion’s role in mediating the relationship between unexpected events and the onset of sensemaking processes. We argue that emotion signals the need for and provides the energy that fuels sensemaking, and that different kinds of emotions are more and less likely to play these roles. Second, we explore the role of emotion in shaping sensemaking processes, focusing on how emotions make sensemaking a more solitary or more interpersonal process, and a more generative or more integrative process. Third, we argue that sensemakers’ felt emotion plays an important role in concluding sensemaking, particularly through its effect on the plausibility of sensemaking accounts