| 1. |
- Abrahamsson, Camilla, et al.
(author)
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Towards New Levels of Creating/Improving and Understanding Value in Swedish Municipalities : A Review of Research on Understanding and Creating Value in Municipal Quality Development by Qualitative Approaches (and Co-Creation)
- 2017
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Conference paper (peer-reviewed)abstract
- PurposeQuality management and Lean initiatives are currently widespread in the Swedish municipal sector. It is also made clear that all Lean initiatives should be initiated to benefit the customer and not for internal organizational reasons. However, the practices currently used for understanding value creation in the municipalities tend to focus heavily on the use of numerical, quantitative approaches. In sharp contrast, the growing field of, for example, design thinking argue that qualitative approaches are key when it comes to getting closer to the citizens, establishing new levels of understanding and thereby inspiring new and better solutions. In sum, it seems likely that municipalities are struggling with developing quality due to relying, in too one-sided on the use of quantitative rather than qualitative approaches to understand and spark new levels of value creation. The purpose of this paper is to contribute with a review of research concerning qualitative approaches for understanding and co-creating value in municipal quality development. Methodology/Approach The paper is based on a literature review. Findings The paper provides an overview of previous research concerning practices for evaluating and understanding value creation in the context of a municipal quality development. Value of the paperThis overview is of value for practitioners within the context, as well as researchers that wants to contribute within this area.
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| 2. |
- Boström, Jonas, et al.
(author)
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Cultural Change of Applying User Involvement for Improving Healthcare Quality : A Review of the Impact on Attitudes, Values and Assumptions among Healthcare Professionals and Users
- 2017
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In: Quality Innovation Prosperity. - : Technical University of Kosice, Faculty of Materials, Metallurgy and Recycling. - 1335-1745 .- 1338-984X. ; 21:3, s. 158-172
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Journal article (peer-reviewed)abstract
- Purpose: The purpose of this study is to provide a review of the impact on culture (attitudes, values and assumptions) among both healthcare professionals, as well as users, when involving users for improving quality in healthcare.Methodology/Approach: The paper is based on an extensive, narrative literature review considering studies that included professional’s and users experiences of user involvement in quality improvement. The included articles were analyzed using an interpretive, along with a deductive, approach according to a theoretical framework.Findings: The results indicate that there is currently limited research focusing on the impact of user involvement in quality improvement processes regarding professionals’ and users’ attitudes, values and/or assumptions. The articles identified during the study provides situations and statements, during the process of development, which can be interpreted as change in the culture. Although few articles specifically draw conclusions on user involvement as a “tool” for cultural change, the authors interpret several findings which strengthens that theory.Research Limitation/implication: Research published in other databases could have been missed. The authors have tried to avoid this by using a snowball method reading references in identified articles.Originality/Value of paper: The review provides a platform for both future research and the development of current practice within the area. There have been literature reviews showing obstacles and enablers when using patients, users and relatives in quality improvement work, but few which investigates cultural change.
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| 3. |
- Bäckström, Ingela, 1963-, et al.
(author)
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Capturing Value-based leadership in Practice: : Insights from developing and applying an AI-interview guide
- 2017
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In: Challenges and Opportunities of Quality in the 4th Industrial Revolution. - 9789176230862
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Conference paper (peer-reviewed)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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| 4. |
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| 5. |
- Franck, Olof, 1958, et al.
(author)
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What may be learnt in ethics? Varieties of conceptions of ethical competence to be taught in compulsory school
- 2015
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In: The 5th NoFa-Conference (Nordisk Fagdidaktisk konferens), Helsinki, Finland, 27-29 May.
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Conference paper (other academic/artistic)abstract
- The aim of the paper is to present the framework of this newly started project and report some initial findings. Questions about a compulsory school teaching ethics has regained urgency in Sweden since national tests are given in ethics. Every fourth child in grade six and nine are evaluated every year as having/not having approved knowledge of ethics, and one can ask if it is reasonable to be forced to undertake a test assessing your skills in ethics and risk being evaluated as not passing. This raises the question of what constitutes relevant knowledge in this field, a question which to a large extent has been absent in research. The purpose of the project is to identify and elucidate varieties of conceptions of ethical competence and critically analyse and discuss them, in relation to each other and in relation to ethical theory, as potential educational content in compulsory school.
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| 6. |
- Hansen, David, et al.
(author)
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How daily operational meetings can support transformation to a lean improvement culture
- 2017
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Conference paper (peer-reviewed)abstract
- With pressure for creating more value with fewer resources, many organizations pursue becoming Lean. However, many are unsuccessful in the transformation necessary for sustainable change, such as creating an improvement culture. This study investigates how operational meetings, offering frequent touch points, can be used to intentionally support cultural transformation. An explorative case study identified more than 30 types of meeting activities in five categories: Information, Action, Sparring, Learning, and Relational. A comparative case study then investigated meeting set-ups and their role in supporting cultural change. The analysis shows how meeting set-ups can be designed to support cultural transformation.
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| 7. |
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| 8. |
- Hedlund, Christer, 1964-, et al.
(author)
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Continuous Improvement of Leadership : Evaluation of peer-coaching experiments
- 2017
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Conference paper (peer-reviewed)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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| 9. |
- Ingelsson, Pernilla, 1968-, et al.
(author)
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Truly changing the culture – learnings from a value-based top leader
- 2017
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In: 20th QMOD conference.
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Conference paper (peer-reviewed)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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| 10. |
- Jonsdottir, Lilja Kristin, et al.
(author)
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Autistic children quickly orient away from both eyes and mouths during face observation
- 2023
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In: Journal of autism and developmental disorders. - : Springer Nature. - 0162-3257 .- 1573-3432. ; 53:1, s. 495-502
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Journal article (peer-reviewed)abstract
- Studies have supported two different hypotheses of reduced eye gaze in people with ASD; gaze avoidance and gaze indifference, while less is known about the role of anxiety. We tested these hypotheses using an eye-tracking paradigm that cued the eyes or mouth of emotional faces. Autistic children (n = 12, mean age 7 years) looked faster away from both eyes and mouths than controls (n = 22). This effect was not explained by anxiety symptoms. No difference was found in latency towards either area. These results indicate that attentional avoidance of autistic children is not specific to eyes, and that they do not show attentional indifference to eyes compared to controls. Atypicalities in visual scanning in ASD are possibly unrelated to specific facial areas.
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