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Ingelsson, P., Sten, L.-M., Bäckström, I. & Häggström, M. (2019). Assessing Quality Management culture in order to develop ICU transitional care. In: Su Mi Dahlgaard-Park (Ed.), 22nd QMOD conference: Quality and Service Sciences ICQSS 2019. Paper presented at 22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October : Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution.
Open this publication in new window or tab >>Assessing Quality Management culture in order to develop ICU transitional care
2019 (English)In: 22nd QMOD conference: Quality and Service Sciences ICQSS 2019 / [ed] Su Mi Dahlgaard-Park, 2019Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Purpose - The purpose of this paper is to present and analyse the result from using a questionnaire measuring the presence of a number of QM values, as well as the use of Appreciative Inquiry (AI) and the feeling of pride in a healthcare setting focusing on transitional care.

 

Methodology/approach – Co-workers at two different hospital’s intensive care units answered a previously developed and tested questionnaire. A new factor was developed in order to measure customer focus in the healthcare context. The result was analysed using SPSS with the aim of finding areas to improve the patient transfer process from intensive care to general ward.

 

Findings – The questionnaire can be used to create an understanding of the existing culture in an organization but it needs to be analysed qualitatively. The result from the examined organizations show a common culture in the two units even though they are located in different hospitals and cities. The result further shows some differences between professions but overall, the result points at a relatively high agreement to the QM values in the organization indicating the presence of a quality culture.    

 

Practical implications – Using a QM value survey in the healthcare context could help developing the care from a different point of view then ordinary. It could help to shift focus from individual to group and system.

Keywords
Quality Management, QM values, ICU, patient transfer, transitional care
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37912 (URN)
Conference
22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October : Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution
Funder
The Kamprad Family Foundation
Available from: 2019-12-06 Created: 2019-12-06 Last updated: 2019-12-06Bibliographically approved
Mårtensson, A., Ingelsson, P. & Bäckström, I. (2019). Co-creation - making it happen. In: Su Mi Dahlgaard-Park & Jens J. Dahlgaard (Ed.), 22nd QMOD conference: ON QUALITY AND SERVICE SCIENCES ICQSS 2019, 13-15 OCTOBER. Paper presented at 22nd QMOD conference 13-15 October 2019, Krakow, Poland.
Open this publication in new window or tab >>Co-creation - making it happen
2019 (English)In: 22nd QMOD conference: ON QUALITY AND SERVICE SCIENCES ICQSS 2019, 13-15 OCTOBER / [ed] Su Mi Dahlgaard-Park & Jens J. Dahlgaard, 2019Conference paper, Published paper (Refereed)
Abstract [en]

Organisations continuously meet different challenges, often ones that are both difficult and complex. Identified challenges include, for instance, costumers becoming more changeable and volatile as well as organisations needing to become more sustainable in several dimensions and to having a structured and systematic method for working with quality. Municipalities are not excluded from these challenges and need to face the challenge of demands from citizens as well as be efficient and effective at the same time.New ways of working and doing things need to be developed and adapted to meet and fulfil organisational challenges. Co-creation, which is a collaborative process to identify and shape the desired goals, can be a method that allows organisations to establish new ways of working and creating supportive methods. In addition, a collaborative process facilitates the adoption of new ways of working since it is easier to do that through actions rather than thinking oneself into a new way of acting.

Purpose: The purpose is to describe the process of co-creating a dialogue model that aim to increase citizen value in a municipality organisation. The purpose is also to present the results from the development process and evaluate the chosen model.

Methodology/Approach: A dialogue model was developed through a co-creation process conducted through a series of workshops, discussions and interactive tasks. The whole process was carried out in three steps. In the first step, success factors for a constructive dialogue emanating from citizen value were identified. In the second step, several dialogue models were developed, tested and evaluated, and one model was chosen. In the third step, the chosen model was evaluated.

Findings: Evaluating the real-life use of the model supports the statement that the process has delivered a model that enables the requested prerequisites for constructive dialogues such as, for example, the opportunity for preparation, structured and transparent documentation and enabling a holistic view in the dialogue model. Co-creation that has involved co-workers have contributed to develop the dialogue model to be adapted to their own context.

Value of the paper: Using a co-creative process when developing and realising a dialogue model enhances the possibilities for an organisational adaption to its own context.

Type of paper: Case study

Keywords
co-creation, citizen value, dialogue model, A3, holistic view
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37910 (URN)
Conference
22nd QMOD conference 13-15 October 2019, Krakow, Poland
Funder
Interreg Sweden-Norway, 20201304 SMICE
Available from: 2019-12-06 Created: 2019-12-06 Last updated: 2019-12-06Bibliographically approved
Bäckström, I., Ingelsson, P., Johansson, C., Hamrin, S. & Bergman, S. (2019). Communicative Leadership development conduction to impact on   Quality culture and co-worker health. In: Su Mi Daahlgard-Park, Jens J. Dahlgaard, (Ed.), 22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October: Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution. Paper presented at QMOD conference on Quality and Service Sciences ICQSS. Lund, 22
Open this publication in new window or tab >>Communicative Leadership development conduction to impact on   Quality culture and co-worker health
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2019 (English)In: 22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October: Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution / [ed] Su Mi Daahlgard-Park, Jens J. Dahlgaard,, Lund, 2019, Vol. 22Conference paper, Published paper (Refereed)
Abstract [en]

Purpose – The purpose of this paper explore effects of a communicative leadership development program in an organization and to present and discuss results from assessing Quality Culture and co-worker health in the same organization.

 

Methodology/approach –  In a company conducted a communicative leadership developing program, a questionnaire measuring QM values and co-worker health has been handed out to leaders and co-workers. Leaders conducted a communicative leadership developing program have been interviewed and observation studies have been conducted. 

 

Findings – The interviewed and observed leaders are working with communicative leadership in a structured way, The measured factors, assessing quality culture and co-worker health showed rather high mean values.

 

Practical implications – The communicative leadership developing program seams to help leaders to communicate in a structured way.

Place, publisher, year, edition, pages
Lund: , 2019
Keywords
QM values, quality culture, co-worker health, communicative leadership, leadership development and leadership training
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37561 (URN)978-91-7623-086-2 (ISBN)
Conference
QMOD conference on Quality and Service Sciences ICQSS
Funder
Knowledge Foundation
Available from: 2019-10-21 Created: 2019-10-21 Last updated: 2019-10-29Bibliographically approved
Carnerud, D. & Bäckström, I. (2019). Four decades of research on quality: summarising, Trendspotting and looking ahead. Total quality management and business excellence (Online)
Open this publication in new window or tab >>Four decades of research on quality: summarising, Trendspotting and looking ahead
2019 (English)In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371Article in journal (Refereed) Epub ahead of print
Abstract [en]

The purpose of this paper is to identify and depict the key areas around which research on quality has orbited during the past 37 years. Additionally, this paper aims to explore longitudinal patterns and trends in the identified key areas. Thereby, this study aims to present new perspectives on the foundational elements and evolutionary patterns of research on quality as well as future directions. The paper applies data- and text modelling methodology to a chronological dataset covering 37 years and consisting of scientific journals specialising in research on quality; it also includes scientific journals with a broader spectrum of operations management (OM) research. The study identifies seven central topics around which research on quality has centred during this time period: Service Quality & Customer Satisfaction; Process design & Control; ISO Certification & Standards; TQM - Implementation, Performance & Culture; QM - Practices & Performance; Reliability, Costs, Failure & Problems and Excellence - BEMs, Quality Awards & Excellence in Higher Education. The results also show that the total number of entries has risen constantly since 1980; however, there was a period of decline between 2000 and 2012, indicating that after almost four decades, research on quality is still vibrant and relevant.

Keywords
QM, quality management, TQM, total quality management, service quality, quality movement, text mining, big data
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37119 (URN)10.1080/14783363.2019.1655397 (DOI)000482357000001 ()
Available from: 2019-09-05 Created: 2019-09-05 Last updated: 2019-09-05Bibliographically approved
Bäckström, I. (2019). Health-related quality management values: comparing manager and co-worker perceptions. International Journal of Quality and Service Sciences
Open this publication in new window or tab >>Health-related quality management values: comparing manager and co-worker perceptions
2019 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose – The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare theresults from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement isneeded. Design/methodology/approach – An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS(Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of thedimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated. Findings – The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers. Originality/value – Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QMvalues “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and coworker perceptions.

Keywords
Quality management, Management commitment, Employee participation, Quality culture, Survey, Measurement
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37740 (URN)10.1108/IJQSS-08-2018-0071 (DOI)
Available from: 2019-11-20 Created: 2019-11-20 Last updated: 2019-12-06Bibliographically approved
Bäckström, I., Ingelsson, P. & Mårtensson, A. (2019). Slutrapport ”Resultatstyrning för medborgarnytta”: Ett samverkansprojekt mellan Sundsvalls kommun och Kvalitetsteknik vid Mittuniversitetet. Mid Sweden University
Open this publication in new window or tab >>Slutrapport ”Resultatstyrning för medborgarnytta”: Ett samverkansprojekt mellan Sundsvalls kommun och Kvalitetsteknik vid Mittuniversitetet
2019 (Swedish)Report (Other (popular science, discussion, etc.))
Place, publisher, year, edition, pages
Mid Sweden University, 2019. p. 15
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37560 (URN)
Available from: 2019-10-21 Created: 2019-10-21 Last updated: 2019-11-21Bibliographically approved
Sten, L.-M., Ingelsson, P., Bäckström, I. & Häggström, M. (2019). The development of a measurement instrument focusing on team collaboration in the patient transfer process from intensive care to the general ward. In: : . Paper presented at 22nd QMOD-ICQSS Conference, Krakow, 13-15 October, 2019.
Open this publication in new window or tab >>The development of a measurement instrument focusing on team collaboration in the patient transfer process from intensive care to the general ward
2019 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose - The purpose of this paper is to describe the development and testing of a questionnaire aiming to measure team collaboration in the patient transfer process from the ICU to the general ward. The purpose is also to analyze the results to see how the survey can help improve team collaboration within ICU transitional care.

 

Methodology/approach – Twenty statements were developed from theory and intended to measure team collaboration within and between hospital units. These statements were added to an existing questionnaire measuring values from QM theory. The questionnaire was tested in two ICUs in two hospitals located in Sweden, and the results from the statements regarding team collaboration were analyzed with SPSS.

 

Findings – The results indicate that there is an internal consistency reliability between the developed factors and statements measuring team collaboration within and between hospital units. The results from the survey also show that this measurement tool can be a basis for improving team collaboration in the studied context.

Keywords
Measurement, Team collaboration, ICU transitional care, Patient safety, Quality improvement, QM.
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37701 (URN)
Conference
22nd QMOD-ICQSS Conference, Krakow, 13-15 October, 2019
Funder
The Kamprad Family Foundation
Available from: 2019-11-15 Created: 2019-11-15 Last updated: 2019-12-04Bibliographically approved
Ingelsson, P., Bäckström, I. & Snyder, K. (2018). Adapting a Lean leadership-training program within a health care organization through co-creation. In: Su Mi Park-Daahlgard (Ed.), 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK: . Paper presented at 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK.
Open this publication in new window or tab >>Adapting a Lean leadership-training program within a health care organization through co-creation
2018 (English)In: 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK / [ed] Su Mi Park-Daahlgard, 2018Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Purpose –The purpose is to describe and evaluate a Lean leadership-training program within the healthcare sector, developed through a co-creative process with the intent of enhancing the possibilities for a context-specific adaption of Lean.

Methodology/approach – A co-created leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program.  

Findings – Even though the process was not followed to the end the evaluation shows that the objectives of the training program was met, at least amongst the participators attended the whole program. Using a co-creative process when developing and realizing a leadership-training program enhances the possibilities for an organizational adaption of Lean to its own context. One condition for this approach to be successful is that the expectation on both the organization and the University needs to be in focus through the whole process. In addition the executive team needs to be continuously engaged and create conditions for the organization to realize the potential winnings from the training program.

Keywords
Health Care, Lean leadership, Lean implementation, Leadership-training program, co-create
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34306 (URN)
Conference
21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK
Funder
The Kamprad Family Foundation
Available from: 2018-08-28 Created: 2018-08-28 Last updated: 2018-09-05Bibliographically approved
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2018). Capturing value-based leadership in practice: Insights from developing and applying an AI-interview guide. International Journal of Quality and Service Sciences, 10(4), 422-430
Open this publication in new window or tab >>Capturing value-based leadership in practice: Insights from developing and applying an AI-interview guide
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2018 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 10, no 4, p. 422-430Article in journal (Refereed) Published
Abstract [en]

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.

Keywords
Values, Leadership, Appreciative Inquiry, Organizational culture, Value-based
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34562 (URN)10.1108/IJQSS-01-2018-0004 (DOI)000447318700006 ()2-s2.0-85050189979 (Scopus ID)
Available from: 2018-10-01 Created: 2018-10-01 Last updated: 2019-03-27Bibliographically approved
Ingelsson, P., Snyder, K. & Bäckström, I. (2018). Developing value-based leadership for sustainable quality development: Let’s do it. In: : . Paper presented at 30th Shingo Conference, Optimize the Journey, Orlando, Florida, April 11-12, 2018.
Open this publication in new window or tab >>Developing value-based leadership for sustainable quality development: Let’s do it
2018 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

Introduction

In a report in Harvard Business Review, Grant (2016) cited that one of the most critical factors for building quality and innovation in business today is the role of values. Companies that are grounded in clearly articulated values create conditions for employees to be creative and divergent, which is a key ingredient for quality improvement and innovation (ibid). The industrial model that valued compliance and order, is being replaced by a model that values employee engagement as necessary for meeting the needs of customers and improving quality (ibid). This is possible when employees are clear about the values from which decisions are made and understand the reasons why companies choose certain practices. No longer is the “what” and “how” of business practice sufficient to ensure quality: employees need to understand “why” they do what they do to establish a sense of identity and culture for quality innovation (Pink, 2006; Sinek, 2009).

Understanding values, including what they are and how they are developed is a contemporary challenge for many business leaders. Values are embedded in an organizations culture and reflected in the behaviors, language and symbol systems used in an organization (Schein, 2004). According to Hildebrandt (1991), changing the corporate culture is increasingly recognized as one of the primary conditions for successfully developing quality in business.  At the same time research shows that the majority of quality initiatives fail due to a lack of understanding about culture (Turesky & Connell, 2010, ). Instead, many leaders remain stuck in a leadership approach that worked in the past and miss opportunities to build energy that is revitalizing (Boyatzis & McKee, 2005).

Proponents of design thinking suggest there is much to learn from designers about how to understand and develop culture (Brown, 2008). Leavy (2010) states that there is a “growing recognition that ‘design thinking’ or the creative principles long associated with the design function, may now have something very significant to offer when applied…to business management and strategy development” (p. 5-6). Design thinking offers possibilities to develop innovation in management to generate sustainability in business excellence through high engagement and high performance organizational culture.

In 2015, a project was initiated through financing from KK Stiftelsen to help business leaders develop a value-based leadership to support sustainable quality innovation in manufacturing. Design thinking was applied as part of the research and innovation approach to gain insights into the challenges facing leaders and to develop prototypes for understanding and building cultures of success through value-based leadership.  

The purpose of this paper is to present findings from years one and two of the project to examine the cultures within three manufacturing companies and the corresponding leadership practices. Specifically, we address the question: what can we learn from business leaders about the constraints and possibilities to developing a value-based leadership in manufacturing; and what tools can be applied to build a culture of innovation and engagement that resonates with company values and support strategic planning and business excellence?

 

Method

A three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. Data were collected through a series of workshops to gain insights into the constraints and possibilities for leaders in manufacturing to develop a value-based leadership to support sustainable quality development. Data were gathered through a 1) leadership survey, 2) interviews with three general directors, 3) focus groups with middle and top-level managers, 4) observations and cultural analysis, survey, 5) storytelling and appreciative inquiry, and 6) an employee questionnaire. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework (Ling, 2015): 1) empathy, 2) framing, 3) ideation, 4) prototyping, and 5) testing the prototypes with users. Respondents in the study represent leadership teams in three Swedish manufacturing companies and their employees. Company A includes 16 middle management leaders and two production leaders, and one general director. Company B is represented by ten middle managers and one production leader. Company C is represented by three middle managers, one production leader, and one general director.

           

Findings

The findings indicated that in general there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet at the same time there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Leaders in each of the companies repeatedly expressed the need to develop structures and systems of leadership that would free them to become proactive. Participants also recognized a positive side effect they believed would result in the form of employee engagement and shared decision making if they had the opportunity to focus on long-term development.

       Design thinking and the methods used to develop work culture, including appreciative inquiry, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. We also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation.

 

Boyatzis R., McKee, A. (2005) Resonant leadership. Boston: Harvard Business School Press.

Brown, T. (2008) “Design thinking". Harvard Business Review, pp. 1-10

Grant, A. (2016) “How to build a culture of originality”. Harvard Business Review. March 2016. 86- 94.

Hildebrandt, S. 1991. Quality culture and TQM. Total Quality Management, 2, 1-15.

Leavy, B. (2010) “Design thinking: a new mental model of value innovation”. Strategy & Leadership. Vol. 38, no 3., pp. 5-14

Ling, D. (2015) Complete design thinking guide for successful professionals. Singapore: Emerge Creatives Group.

Pink, D. (2006) A whole new mind: why right-brainers will rule the world. New York: Riverhead Books.

Schein, E. H. 2004. Organizational culture and leadership (3. ed.). San Francisco: Jossey-Bass.

Sinek, S. (2009). Start with Why: how great leaders inspire everyone to take action. New York: Penguin Group.

Turesky, E. F., Connell, P. (2010). “Off the rails: understanding the derailment of a Lean manufacturing initiative”. Organization Management Journal. 7, pp. 110-132

National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-35307 (URN)
Conference
30th Shingo Conference, Optimize the Journey, Orlando, Florida, April 11-12, 2018
Available from: 2018-12-20 Created: 2018-12-20 Last updated: 2018-12-20Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-7621-2649

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