| 12111. |
- 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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| 12112. |
- Lilja, Johan, 1978-
(författare)
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Facilitating organizations to dance with the complex “logic of life” : spinning with paradoxes in regenerative appreciative inquiry summits
- 2024
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Ingår i: Learning Organization. - : Emerald Publishing. - 0969-6474 .- 1758-7905. ; 31:3, s. 299-316
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Organizations will be key to realizing the “transformative change for humanity” now being called for. However, the complexity calls for new ways of facilitating change and organizational learning; it also calls for moving beyond sustainability to develop practices that restore and regenerate the world in which we live. Above all, it calls for the development of new frameworks, practices, mindset and capabilities to hold space for and facilitate such transformation, to dance with the “Logic of Life.” The purpose of this study is to contribute to advancing the current leading frameworks and practices of facilitating learning and development towards the enabling of regenerative transformative change in organizations and society. Design/methodology/approach: This study is based on an exploratory qualitative analysis of a facilitation prototype that expands the current framework and practice of Appreciative Inquiry Summits toward regeneration. Findings: This study presents four paradoxes of regenerative facilitation to guide the dance for life in complex ecosystems. It also identifies that the dance needs to be widened, towards inviting more frequently the ends of the four paradoxes noted as regenerative, negative emotions, inner and more-than-human. Originality/value: This study explores the intersection of practices and frameworks for facilitating complexity with principles from regenerative leadership and complexity theory, potentially making an important contribution to the urgent and widespread need to facilitate a regenerative transformative change for humanity, society and our organizations.
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| 12113. |
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| 12114. |
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| 12115. |
- Lilja, Johan, et al.
(författare)
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Getting emotional about quality: questioning and elaborating the satisfaction concept
- 2005
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Ingår i: The Asian Journal of Quality. - 1598-2688. ; 6:3, s. 38-55
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Tidskriftsartikel (refereegranskat)abstract
- Consumption has generally become more fragmented, hedonic and individual specific, satisfying not only functional but also emotional needs. In parallel, customer satisfaction is now thought to be both a cognitive and affective response, and the closely related concept of job satisfaction is commonly seen as an emotional reaction. The reasoning within quality management does, however, still lean heavily toward cognitive judgements (i.e. performance ratings), the emotional component clearly being under explored. Further, performance variables have shown not to be significant in predicting satisfaction for certain "experience products", the effect fully mediated by emotions. As a consequence a cognitive judgement based quality concept has lost its ability to predict satisfaction, which clearly contradicts with the modern quality definition, stressing quality as the ability to satisfy the customer. Emotions have however entered the quality discourse and it has been proposed that having customers that are merely feeling satisfied will not suffice. Instead, there has been a plethora of executive exhortations in the trade press calling on business to "delight the customer". Strategies for doing so have however usually been imprecise and unclear, and the different drivers of delight and satisfaction are not well explored. This paper aims to complement the previous cognitive dominance by exploring the multiple emotional responses involved in customer satisfaction. A conclusion being that we currently are measuring something, in terms of satisfied, that is more or less independent of what we aim for, in terms of delight. It is also most likely that - depending on the situation, product, and person � other positive and negative emotions are more important outcomes of purchase and usage than merely satisfaction. It is questioned whether a single, summary response such as satisfaction is feasible or even desirable.
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| 12116. |
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| 12117. |
- Lilja, Johan, 1978-, et al.
(författare)
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How Quality Management Needs Emergence for Engaging Agenda 2030 : As “improving” increasingly means getting a complex system to take transformative steps towards sustainability and flourishing
- 2019
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Konferensbidrag (refereegranskat)abstract
- Purpose If not now, when? The UN Sustainable Development Goals (SDGs) are getting increasing attention, and there is an acknowledgement that the challenges ahead, as well as the solutions needed, often are complex. In contrast, the historical strengths of Quality Management (QM) have been in situations when cause-effect relations can be analyzed and understood, when technical expertise can provide the answer, where the application of “best practice” is helpful, where order is a virtue. When dealing with complexity, leaders who are tempted to impose this kind of command-and-control style will often fail. Success rather comes from setting the stage, stepping back a bit, allowing patterns to emerge, curiously tracking what takes place, spreading what is being learned, and scaling up success. Such a leadership and practice has been referred to as the fourth and called for “Emergence Paradigm” of QM. The purpose of this paper is to contribute with knowledge concerning how the Emergence Paradigm of QM comes into play when getting organizations and the world to take action on Agenda 2030. Methodology/Approach The paper is based on dialogic action research and presents the case and emergent process of 60 Swedish authorities getting to collective action on Agenda 2030. Findings The paper highlights how QM may contribute to realizing the Agenda 2030 by dynamically combining the strengths of the past paradigms with new practices and mind-sets related to complexity and emergence. Value of the paper The paper provides new insights that may help to take the bold and transformative steps urgently needed to shift the world onto a sustainable and resilient path.
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| 12118. |
- Lilja, Johan, 1978-, et al.
(författare)
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How Quality Management Needs Emergence for Engaging the 2030 Agenda
- 2021
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Ingår i: Key Challenges and Opportunities for Quality, Sustainability and Innovation in the Fourth Industrial Revolution : Quality and Service Management in the Fourth Industrial Revolution - Sustainability and Value Co-creation. - London : World Scientific Pub Co Pte Ltd. - 9789811230349 - 9789811230363 - 9789811230356 ; , s. 259-294
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- “If not now, when?” The UN’s sustainable development goals (SDGs) are gaining increasing attention, and there is wide acknowledge-ment that the challenges ahead, as well as the solutions needed, are often complex. In contrast, the historical strength of Quality Management (QM) lies in situations when the cause–effect relations can be analysed and understood, when technical expertise can provide the answer, where the application of “best practice” is helpful, and where order is a virtue. When dealing with complexity, leaders who tend to impose this kind of command-and-control style will often fail. Success, rather than this, comes from setting the stage, stepping back a bit, allowing patterns to emerge, curiously tracking what takes place, spreading what was learned, and scaling up success. Such aleadership and practice has been referred to as the fourth and called for “Emergence Paradigm” of QM. The purpose of this paper is to contribute with knowledge about how the Emergence Paradigm of QM comes into play when getting organisations and the world to take action on the 2030 Agenda. This paper is conceptual but includes experiences from dialogic action research in an emergent process of 60 Swedish authorities getting into collective action on the 2030 Agenda. As a result, the paper highlights how QM may contribute to realising the 2030 Agenda by dynamically combining the strengths of the past QM paradigms with new practices and mindsets related to complexity and emergence. It also provides new insights that may help when applying QM to take the bold and transformative steps urgently needed to shift the world onto a sustainable and resilient path.
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| 12119. |
- Lilja, Johan, et al.
(författare)
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Insights from Sustainable Cleveland 2019: An Initiative Driving Sustainable Regional Development by Large Scale Summits, Collective Visioning, and lots of Creativity, Culture, and Appreciation
- 2016
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Ingår i: Valuing and Evaluating Creativity for Sustainable Regional Development. - Östersund. ; , s. 255-258
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Konferensbidrag (refereegranskat)abstract
- PurposeGiven the current growing challenges regarding sustainability, the need for massive engagement, creative solutions, and large scale change is evident. The challenges are e.g. clearly elaborated in the 17 sustainable development goals recently proposed by the United Nations. In facing these global challenges on a regional level, there is an urgent need for spreading and advancing best practice on how to involve the various citizens of a region in collectively co-designing, driving, and realizing a more sustainable region and future for all. An initiative that currently is up and running, engaging hundreds of people annually, continuously evolving, and showing promising results of such abilities is Sustainable Cleveland 2019 (“Sustainable Cleveland”, 2016). Starting in 2009, it is a 10-year initiative that engages and invites everyone in the region around Cleveland to work together to design and develop a thriving and resilient Cleveland that leverages its wealth of assets to build economic, social and environmental well-being for all. Since the start, results from the initiative show enhancements of both economic as well as social, cultural, and environmental development of Cleveland and the surrounding region. The initiative is interesting for many reasons, one being the change management approach of Appreciative Inquiry (AI), a promising research based approach from Case Western Reserve University (which is located in the region), which was applied at a large scale and in close collaboration with representatives from the cultural and creative sectors. It is an approach that actively enables, engages, and invites people in co-designing and self-organizing for realizing a more sustainable future in what might be described as an “appreciative social movement” (Boland, 2013). The approach relies on a process that actively explores citizens’ appreciative perspectives on the best of what is, their dreams and hopes for the future, and how they see that this future can be designed and realized. At the heart of the initiative is a thoughtfully designed AI large group summit, annually gathering hundreds of participants from all parts of society in a process of co-creation during two days. Interestingly, the application of AI has also been generally observed to provide the fastest, most consistent, and transformative results when focusing on sustainability (Cooperrider & Fry, 2012). Furthermore, the initiative is organized around annual celebration topics as a means to create a common focus within the region on one specific sustainability challenge such as “Clean water”, “Vital Neighborhoods” or “Zero Waste. The term itself, “Celebration Topics”, reflects how the initiative consistently and deliberately applies an “Appreciative Eye”, as described by Cooperrider & Srivastva (1987). The purpose of this paper is to identify and contribute insights concerning the strengths of the Sustainable Cleveland 2019 initiative, with a special focus on how it uses the cultural and creative sectors as resources and drivers for sustainable regional development. The cultural and creative sectors refer in this paper to the performing arts and the seven creative fields especially highlighted by UNESCO – Crafts and Folk Arts, Design, Film, Gastronomy, Literature, Media Arts, and Music. ApproachThe paper is based on a case study conducted by the eight authors. Data has mainly been collected by participant observations and interviews with participants and organizers before, during, and after the Sustainable Cleveland summit in September 2015. The initial analysis was conducted during a follow up workshop in October 2015 and was preceded by structured individual reflections. Based on the workshop results, a secondary analysis was conducted where the strengths relating to the cultural and creative sectors were picked out and grouped into themes. FindingsAs a result, several strengths were identified. During the secondary analysis, those strengths were grouped into three themes as presented below. 1. Making the core process of Sustainable Cleveland 2019 more engaging and fruitful:One of the most obvious related strengths is the way the initiative uses practices from the cultural and creative sectors to increase the engagement in, and output of, the core processes. Many of the methods used within the initiative, such as for visioning, creating new ideas, and playfully prototype as a way to explore new ideas, have its roots in the cultural and creative sectors. One example is the practice of “rapid prototyping”, brought in from the design studio IDEO. 2. Nurturing a reverence for the environment, raising awareness, and inspiring action:Another strength that relates to using the cultural and creative sectors as resources and drivers for sustainable regional development is the initiative’s close collaboration with local institutions of e.g. theater and music for putting focus on, engaging in, and elaborating the understanding of the annual celebration topics. On example is the short plays “Fire on the Water”, given by the Cleveland Public Theatre during the year of 2015 when the celebration topic was “Clean Water”. This activity focused on issues of sustainability in fun, intimate and personal ways. The work focused on how the environment can shape identity and celebrate the remarkable recovery of Cleveland’s waterways. Another example is the play “Air Waves”, given in 2014, weaving sustainability themes into a story of loss, reckoning, forgiveness and honeybees. Generally, the cultural and creative sectors are very much used as resources to nurture a reverence for the environment and raise awareness about critical issues related to sustainability. More about how the Cleveland Public Theatre, Tri-C, and Inlet Dance Theatre have been using the performing arts to raise consciousness and inspire action around water can be seen in a video produced by the initiative (“New video: How performing arts advance sustainability”, 2016). 3. The cultural and creative sectors themselves are the focus of sustainability action:Finally, the cultural and creative sectors themselves are also the focus for sustainable development and action. Obviously, challenges such as decreasing waste, avoiding toxic substances, and lowering energy consumption are relevant also within these sectors themselves. Gastronomy, in terms of “Local Food”, was furthermore chosen as the overall celebration topic of the initiative in 2012 which made this an area for considerable sustainable development actions. As a result, several accomplishments were, and are continuously, achieved related to gastronomy within the initiative (“Local Foods”, 2016).
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| 12120. |
- Lilja, Johan, 1978-, et al.
(författare)
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Is Innovation the Future of Quality Management? : Searching for signs of quality and innovation management merging in current practices and concepts
- 2016
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Ingår i: Proceedings of the 19th QMOD Conference.
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Konferensbidrag (refereegranskat)abstract
- PurposeCurrently, upcoming as well as mature industries are facing pressure as regards successfully managing operational excellence and continuous improvement, and at the same time driving and managing innovation. Quality management concepts and practices’ ability to tackle this challenge have been questioned and previous research even suggests that quality management initiatives can impede firms’ abilities to innovate and quickly adapt to changes. It has also been suggested that there is a need to provide and promote an updated/changed, and even re-branded, version of the Total Quality Management (TQM) concept, merging quality and innovation management. Such a shift would indeed be a fundamental and groundbreaking shift in the history of Quality Management so far. Can such a shift then actually be spotted? The purpose of this paper is to explore and see if there are any signs suggesting that quality and innovation management actually are about to merge.ApproachThe study is based on literature reviews, document studies, and interviews.FindingsThe paper highlights three signs indicating that quality and innovation management indeed are approaching each other, and that it is a movement driven from both sectors, e.g., in the work with new ISO-standards and the Toyota Kata framework.Relevance/contributionThe indicated development has fundamental and extensive practical implications. It will for example have to be followed by a similar merging of the two fields in the educational system, and in the competences of future managers.
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