| 1. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Capturing Value-based leadership in Practice: : Insights from developing and applying an AI-interview guide
- 2017
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Ingår i: Challenges and Opportunities of Quality in the 4th Industrial Revolution. - 9789176230862
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Konferensbidrag (refereegranskat)abstract
- AbstractOne of the most critical aspects for building quality and innovation in organizations is the role of values. Performance suffers when organizations fail to prioritize values. A challenge for many leaders is to understand deep-rooted values together with what they are and how they are developed. These deep-rooted values are reflected in the behaviors, language and signs occurring in the organization and can be seen as the organizations culture. When a culture is shaped, leadership is central and the managers in the organization are vital. Managers in an organization affect the predominating culture through their behaviors and approach to their co-workers. This make it interesting to try to find out underlying values held by managers striving for good leadership and performance. Underlying values can be unconscious and taken for granted, and thereby hard to ask about. By using an interview guide inspired by Appreciative Inquiry (AI) (an approach based on generativity and positivity), underlying values and the leadership used by top managers can be discovered. Purpose - The purpose of this paper is to present and discuss the results from the Appreciative Inquiry (AI) inspired interviews to explore the underlying values held by top manager and to identify soft aspects of leadership. Methodology/approach – Top managers were interviewed as a part of a research project with the aim to support the development of value-based leadership that integrates company values, organizational culture, customer needs and sustainable development. A structured interview guide, inspired by AI, was developed and used to pinpoint their motivation and vision of a good organization in order to understand the values the leaders had and to identify soft aspects of leadership. The interviews were analyzed in workshops with the whole research group and structured and visualized through affinity chart. Findings – The results show underlying values held by top managers and identified soft aspects of leadership. Practical implications – The presented interview guide can be used to identify the top managers underlying values and the presented results from the interviews can be used to inspire other leaders to develop their leadership in their striving of good leadership and effective organizations.
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| 2. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Capturing value-based leadership in practice : Insights from developing and applying an AI-interview guide
- 2018
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 10:4, s. 422-430
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to present and discuss the results from the appreciative inquiry (AI)-inspired interviews to explore the underlying values held by top managers and to identify soft aspects ofleadership.Design/methodology/approach – Top managers were interviewed as a part of a research project withthe aim to support the development of value-based leadership that integrates company values, organizationalculture, customer needs and sustainable development. A structured interview guide, inspired by AI, wasdeveloped and used to pinpoint their motivation and vision of a good organization to understand the valuesthat the managers had and to identify soft aspects of leadership. The interviews were analyzed in workshopswith the whole research teamand structured and visualized through affinity diagrams.Findings – The results showed the underlying values held by top managers and identified soft aspects ofleadership.Practical implications – The presented interview guide can be used to identify the top managers’underlying values, and the presented results from the interviews can be used to inspire other managers andleaders to develop their leadership in their striving of good leadership and effective organizations.Originality/value – The paper explains how to apply an AI-inspired interview guide in finding out valuebasedleadership and soft aspects of leadership for enhancing organizational culture.
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| 3. |
- Hedlund, Christer, 1964-, et al.
(författare)
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Continuous Improvement of Leadership : Evaluation of peer-coaching experiments
- 2017
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Konferensbidrag (refereegranskat)abstract
- This paper investigates continuous improvement of leadership with the aid of coaching and specifically peer-coaching as a model for leadership improvement. The paper is based on the idea of experimental learning both as a tool to motivate, educate and inspire leaders in two studied organizations. Learning-by-doing along with reflection has formed the basis for leadership improvement and leadership awareness in this study. The concept of Developing- by-doing have been used to help leaders design the foundation of an organizational specific coaching model.
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| 4. |
- Hedlund, Christer, 1964-, et al.
(författare)
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Från Paris till Ragunda : En översikt av processen att överföra Parisavtalet till kommunal aktion
- 2020
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Syftet med denna rapport är att belysa processen att föra över det internationella Paris-klimatavtalet från 2015 till först nationell nivå och sedan vidare till regional (Jämtlands län) och slutligen till kommunal nivå (Ragunda). Avsikten med rapporten är inte att med precision analysera situationen, utan vår ambition är snarare att lyfta fram olika frågeställningar som kan utgöra en grund för fortsatt reflektion och diskussion. Svårigheterna att möta kraven på kontinuerlig reduktion av klimatrelaterade utsläpp är omfattande och lösningsvägarna ännu delvis okända, vilket i sig gör att man måste uppvisa stor uthållighet med ett mycket långsiktigt arbete.Vi har inom ramen för Interreg-projekt SMICE[1] deltagit i arbetet med framtagandet av Region Jämtland Härjedalens Energi- och klimatstrategi för 2020-2030, vid lanseringen av densamma samt i närmare dialog med representanter för en av åtta kommuner i regionen, Ragunda kommun. Vad gäller Ragunda kommun kan studien inte påvisa någon förändring i kommunens styrning och påverkan i den ekonomiska styrningen, detta gäller för kommunens budget för 2020 samt det pågående budgetarbetet för 2021. Intentionerna i energi- och klimatstrategin visar sig ännu inte i någon större utsträckning i kommunens verksamhet, trots en vilja bland politiker och tjänstemän att bidra till måluppfyllelse. De förändringar som beslutsfattare önskar ske i vårt samhälle bromsas i den kommunala kontexten av en rad hindrande faktorer. En slutsats från rapporten är att det finns en klar prioriteringsproblematik mellan klimatrelaterade mål och rena välfärdsmål. Det som ytterligare förvärrar denna problematik är att förutsättningar för kollektiva samverkanslösningar i glesbygd är sämre jämfört med förutsättningarna för tätbefolkade områden. En annan slutsats är att det är svårt att svara på frågan vilken insats eller aktivitet som är mest klimatoptimal. Ofta beror svaret på hur frågan ställs. Denna problematik gör att det kan vara svårt att på kommunal nivå ta beslut som faktiskt gynnar klimatet och miljön på både kort och lång sikt.[1][1] Samskapande Mittnordisk Innovationsarena för Cirkulär Ekonomi (SMICE) är ett Interreg projekt med syfte att hitta sätt att accelerera omställningen i Jämtland-Härjedalen och Tröndelag mot “ett grönt skifte”. Projektet har utforskat samskapande och har med en bred ansats sökt sammankoppla näringsliv, medborgare och aktörer i innovationssystemet för att utveckla aktiviteter som stärker cirkulära ekonomi. Projektettid har pågått perioden 2017–2020.
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| 5. |
- Ingelsson, Pernilla, 1968-, et al.
(författare)
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Truly changing the culture – learnings from a value-based top leader
- 2017
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Ingår i: 20th QMOD conference.
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Konferensbidrag (refereegranskat)abstract
- Both TQM and Lean are said to rest on a number of values that in turn are said to be the building blocks of the organizational culture needed to successfully apply TQM or Lean in an organization. The reason why applying Lean or TQM fail is frequently explained by the lack of focusing on values and culture and instead too big focus on tools and methods. In this context, leadership is often mentioned as one if the main keys to change the organizational culture as the leaders in organizations are the bearer of values. There is also a strong connection between values held and behaviors shown by the leaders and the co-workers in the organization. So the question arises; how come it´s so hard to make the change in leadership behaviors and by that the organizational culture? At the same time, there are leaders succeeding with consciously changing the culture and the values held by the co-workers. What can we learn from such a leaders that have succeeded in changing an exciting culture in an organization?Purpose - The purpose of this paper is to present the values held by and the ways of working used by a top leader (COO) with the aim to change the organizational culture.Methodology/approach – The Chief Operating Officer (COO) of a successful Lean company was interviewed in order to identify the managers´ values as well as ways of working. A developed interview guide was used to get an understanding of the values the leader had and to identify “other” softer aspects of his leadership. The results from the study was analyzed by the researchers, first by each researcher individually, then in workshops as a group.Findings – The results show that the COO appears to have an understanding about the connection between values and behaviors something shown by the close connection between the identified ways of working and values. The result also shows ways of working to achieve a cultural change, were the use of ROFO can be seen as a driving force for this. The COO displays a leadership and a value-base much in line with Lean leadership and value-base.Practical implications – The presented results can be used by leaders in different types of organization in their work with developing the culture and leadership.
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| 6. |
- Lilja, Johan, 1978-, et al.
(författare)
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Exploring an ecosystemic and regenerative approach to quality management : towards new theory and practice for a living world
- 2023
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Konferensbidrag (refereegranskat)abstract
- Quality Management (QM) is currently facing a new landscape that makes the traditional emphasis on internal organizational excellence as well as many of the QM leadership control practices, increasingly insufficient. The purpose of this paper is to contribute to revitalizing and updating QM theory and practice for a living world by exploring an ecosystemic and regenerative approach. The paper presents initial results from a study of the phenomena of developing and improving together, across boundaries of organizations and actors, in two complex ecosystems. The results highlight four enablers and six wishes that could inform further exploration and future QM practice.
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| 7. |
- Lilja, Johan, 1978-, et al.
(författare)
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Metaphors We Manage and Develop Quality by : Screening and Elaborating on the Metaphors of Quality Management
- 2017
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Konferensbidrag (refereegranskat)abstract
- Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In Quality Management (QM) several metaphors are used to describe and bring to life the often abstract QM concepts and systems in clearer terms. These metaphors are undoubtedly of great importance for how QM is understood, communicated and practiced. They can also be assumed to have a significant impact on the perceived attractiveness of, and engagement in, QM systems. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development.Methodology/Approach: The paper is based on a literature review combined with interviews of QM leaders.Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. It also provides suggestions for further improvements and development.Value of the Paper: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.
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| 8. |
- Lilja, Johan, 1978-, et al.
(författare)
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Metaphors we manage and develop quality by
- 2020
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 12:4, s. 405-416
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In quality management (QM), several metaphors are used to describe and bring to life the often-abstract QM concepts and systems. These metaphors are of great importance for how QM is understood, communicated and practiced. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development. Design/methodology/approach: The paper is based on a literature review combined with interviews of QM leaders. Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure, but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. What can be seen as core properties of QM are communicated by texts or labels added on to metaphors with properties that often are in sharp contrast to them. The paper also provides suggestions for further improvements and development. Originality/value: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.
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| 9. |
- Lilja, Johan, 1978-, et al.
(författare)
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What Quality Management can Learn from Designers about Being Qualitative
- 2018
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Ingår i: Proceedings for Pin-C 2018.
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Konferensbidrag (refereegranskat)abstract
- Quality Management (QM) initiatives and practices generally stress the importance of “focus on customers” and to “base decisions on facts”. However, in Western World QM practice it appears as if facts often become equivalent to numbers - “we need facts” becomes “we need to see it quantified in numbers” and “measuring is knowing”. In sharp contrast, the growing field of Design Thinking (DT) conclude that qualitative approaches are key when it comes to get closer to the citizens or customers, establish new levels of understanding, and thereby inspire new and better solutions. The purpose of this paper is to explore what quality management can learn from designers, and design thinking practice, about using more qualitative approaches for learning and in developing knowledge.
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| 10. |
- Skytt, Torbjörn, 1964-, et al.
(författare)
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Five years after Paris, 20 years after Kyoto and 30 years after Rio : managing climate goals from global to local level in Sweden
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Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- The science-based targets in the Paris Agreement (UN, 2015) aim to reduce global warming according to established model calculations. These targets have been broken down to national levels, and in Sweden further down to regional levels, where county administrators work out specific climate strategies. These constitute governing documents for different stakeholders in the county, e.g. municipalities, companies, organizations. An overarching goal for these stakeholders is to optimize the use of economic resources to meet the stated needs.To understand the status of today’s climate mitigation work in Sweden, we have mapped the process from the Paris Agreement, down to the level of implementation at municipal level. Sweden has prioritized the strategy to become one of the world´s first fossil-fuel free nations, which implements a short-term risk referring to the urgent need to reduce global temperature effects. During the five years that have passed since the Swedish ratification of the Paris Agreement, policy objectives have been set in all Swedish counties. Multi-level climate governance (MLCG) is applied to meet these objectives. Working with MLCG and put trust in soft implementation tools is, however, a slow process that relies on a polycentric techno-optimistic view and volunteering to deal with the challenges. Municipalities with weaker economy seemingly prefer not to define targets for reductions of GHG, so as to be able to focus their resources at mandatory obligations, where climate mitigation is not included.
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