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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
Ingelsson, P., Bäckström, I. & Snyder, K. (2018). Strengthening quality culture in private sector and health care: What can we learn from applying soft measures?. Leadership in Health Services, 31(3), 276-292
Open this publication in new window or tab >>Strengthening quality culture in private sector and health care: What can we learn from applying soft measures?
2018 (English)In: Leadership in Health Services, ISSN 1751-1879, E-ISSN 1751-1887, Vol. 31, no 3, p. 276-292Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this study is to present a comprehensive approach to studying organizational culture using “soft measures” to facilitate sustainable quality development in organizations. The purpose is also to present, discuss and compare the results from a survey designed to measure a company’s value base.

Design/methodology/approach – A number of different methods were used to collect soft data to study and measure organizational culture and at the same time influence the culture and the leadership within three organizations. One method, the survey, was used on two different occasions to obtain an overview of the culture within an organization and to investigate if the activities had influenced the culture and the leadership.

Findings – The application of soft measures used by leaders to study and develop organizational culture resulted in statistically significant positive changes in organizational work culture, according to a pre-post survey after a short period of one year.

Practical implications – The approach can be used by leaders in different types of organizations as the challenge of changing the organizational culture through the leadership seems to be a common challenge regardless of line of business.

Originality/value – The study shows the benefits of using a comprehensive approach to assess an organization’s culture based on qualitative measures and analysis.

Keywords
Values, Leadership, Lean, Organizational culture, Quality management, Soft measures
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34042 (URN)10.1108/LHS-02-2018-0012 (DOI)000439096700003 ()30016922 (PubMedID)
Available from: 2018-06-29 Created: 2018-06-29 Last updated: 2018-08-13Bibliographically approved
Snyder, K., Ingelsson, P. & Bäckström, I. (2018). Using design thinking to support value-based leadership for sustainable quality development. Business Process Management Journal
Open this publication in new window or tab >>Using design thinking to support value-based leadership for sustainable quality development
2018 (English)In: Business Process Management Journal, ISSN 1463-7154, E-ISSN 1758-4116Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose

The purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular interest to the authors was to make visible and understand the constraints in leadership that kept leaders from understanding and working with organizational culture and values.

Design/methodology/approach

A three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework in which data were collected through a series of workshops using a variety of sources including: leadership survey; interviews with three general directors; focus groups with middle- and top-level managers; observations and cultural analysis, survey; storytelling and appreciative inquiry (AI); and an employee questionnaire. Respondents in the study represented leadership teams in three Swedish manufacturing companies and their employees.

Findings

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. Design thinking and the methods used to develop work culture, including AI, 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. The authors also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation.

Originality/value

This study demonstrates that leaders can benefit from innovative approaches to identifying and building work culture to achieve value-based leadership.

Keywords
quality leadership
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-34315 (URN)10.1108/BPMJ-02-2018-0045 (DOI)
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2018-08-30 Created: 2018-08-30 Last updated: 2018-09-20Bibliographically approved
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2017). Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide. In: Dahlgaard-Park, Su Mi and Dahlgaard, Jens J. (Ed.), Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017. Paper presented at 20th QMOD conference, 4-7 August, Helsingör, Denmark.
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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2017 (English)In: Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017 / [ed] Dahlgaard-Park, Su Mi and Dahlgaard, Jens J., 2017Conference paper, Published paper (Refereed)
Abstract [en]

Abstract

One 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.

Keywords
Value-based, Leadership, Values, Organizational culture, Appreciative Inquiry
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32082 (URN)978-91-7623-086-2 (ISBN)
Conference
20th QMOD conference, 4-7 August, Helsingör, Denmark
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-11-16 Created: 2017-11-16 Last updated: 2018-04-26Bibliographically approved
Hedlund, C., Bäckström, I., Ingelsson, P., Snyder, K. & Lilja, J. (2017). Continuous Improvement of Leadership: Evaluation of peer-coaching experiments. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Continuous Improvement of Leadership: Evaluation of peer-coaching experiments
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2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

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. 

Keywords
Leadership, Continuous improvement of leadership, Peer-coaching, Lean, TQM/ Total Quality Management
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32607 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-22 Created: 2017-12-22 Last updated: 2018-04-26Bibliographically approved
Bäckström, I., Ingelsson, P. & Snyder, K. (2017). Enhancing Sustainable Quality Culture. In: : . Paper presented at Canadian Quality Congress, Toronto, September 7-8, 2017.
Open this publication in new window or tab >>Enhancing Sustainable Quality Culture
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

In 2015, a project was initiated to explore how quality can be enhanced in Swedish businesses by developing an internal coaching process to support value-based leadership development. The three–year project, financed by The Knowledge Foundation, is a research and development partnership consisting of three Swedish manufacturing companies and Mid Sweden University. Results presented in the poster address both the process and outcomes from this project.

Purpose

To present the results in changes in a company's value-base two years into a project with the purpose to explore how quality can be enhanced when a value-based leadership is integrated with sustainable practices.

Method:

A number of activities were completed in the company. A survey was designed to measure SQD values as an indicator for value based leadership. The survey were administered both at the start of the project and then again one year later to measure changes in leadership and values. The results from the survey were first analyzed using SPSS (Cronbach Alpha and T-test) and then in relation to completed activities. This was done by the research team together with management team in the company.

Results:

The results will be the presentation of completed activities within the company as well as results from the two measurements shows that the mean of the measured values are higher in the second measurement when it comes to the whole factory. When it comes to the managers it is the opposite regarding how they look at their role when it comes to the values: Leadership commitment and Participation of everybody.

Conclusions so far:

  • Measuring soft aspects helps to focus on culture and values.
  • The wording of the statements can affect culture.
  • Talking about leadership in connection to an organizations unique context initiates new dialog forms, topics, and gives the leaders a “leadership language”.
  • Focusing on positive aspects of leadership creates energy and a solution focused climate.
  • Statistically significant results can be shown after such a short period as one year.
  • Increased pride in the team and the work-place!
  • Further investigate correlations between factors. 
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32352 (URN)
Conference
Canadian Quality Congress, Toronto, September 7-8, 2017
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-12-08 Created: 2017-12-08 Last updated: 2017-12-13Bibliographically approved
Lilja, J., Ingelsson, P., Snyder, K., Bäckström, I. & Hedlund, C. (2017). Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management
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2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

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.

Keywords
Quality Management, Metaphors, Generativity, Leadership, Lean Leadership
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32530 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-19 Created: 2017-12-19 Last updated: 2018-04-26Bibliographically approved
Warne, M., Snyder, K. & Gillander Gådin, K. (2017). Participation and support – associations with Swedish pupils’ positive health. International Journal of Circumpolar Health, 76(1), Article ID 1373579.
Open this publication in new window or tab >>Participation and support – associations with Swedish pupils’ positive health
2017 (English)In: International Journal of Circumpolar Health, ISSN 1239-9736, E-ISSN 2242-3982, Vol. 76, no 1, article id 1373579Article in journal (Refereed) Published
Abstract [en]

From the perspective of salutogenesis, schools have opportunities to create supportive environments for health and well-being, but there is a need for more knowledge about positive health determinants in the school setting. The aim of this study was to analyse adolescents’ self-reported positive health and its association with supportive factors in the school environment. Data was derived from a cross-sectional study in which pupils were aged 12–16 (n=1527). A positive health scale was used to examine the association of positive health with the following determinants: classroom participation; teacher support; peer support; parental support; and personal relative affluence. Data was analysed with multiple logistic regression. The results showed that positive health was associated with classroom participation and support from teachers and parents more commonly among boys than girls. All determinants were significantly associated with pupils’ positive health. The conclusion is that students’ positive health is strongly associated with support from the school. Classroom participation and support are major concerns for the health of pupils, and it is essential to develop these aspects of the school environment.

Keywords
Adolescents, health scale, health promotion, participation, school, teacher support
National Category
Public Health, Global Health, Social Medicine and Epidemiology
Identifiers
urn:nbn:se:miun:diva-31631 (URN)10.1080/22423982.2017.1373579 (DOI)000412140200001 ()28911274 (PubMedID)
Funder
Swedish National Institute of Public Health, HFÅ2008/21
Available from: 2017-09-15 Created: 2017-09-15 Last updated: 2017-12-08Bibliographically approved
Snyder, K., Hedlund, C., Ingelsson, P. & Bäckström, I. (2017). Storytelling: a co-creative process to support value-based leadership. Paper presented at QMOD 2016. International Journal of Quality and Service Sciences, 9(3/4), 484-497
Open this publication in new window or tab >>Storytelling: a co-creative process to support value-based leadership
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 3/4, p. 484-497Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.

Design/methodology/approach

A multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company’s cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing value-based leadership in manufacturing.

Findings

Storytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation.

Originality/value

This study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.

Keywords
Co-creation, Culture, Storytelling, Sustainable quality, Value-based leadership
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-31579 (URN)10.1108/IJQSS-02-2017-0009 (DOI)000413093900018 ()2-s2.0-85029860287 (Scopus ID)
Conference
QMOD 2016
Available from: 2017-09-13 Created: 2017-09-13 Last updated: 2017-12-12Bibliographically approved
Ingelsson, P., Bäckström, I., Snyder, K., Lilja, J. & Hedlund, C. (2017). Truly changing the culture – learnings from a value-based top leader. In: Su Mi Dahlgaard Park (Ed.), 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution. Paper presented at 20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017.
Open this publication in new window or tab >>Truly changing the culture – learnings from a value-based top leader
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2017 (English)In: 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution / [ed] Su Mi Dahlgaard Park, 2017Conference paper, Published paper (Refereed)
Abstract [en]

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.

Keywords
Lean, Leadership, Values, Organizational Culture, ROFO, Coaching
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-31972 (URN)
Conference
20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017
Available from: 2017-11-01 Created: 2017-11-01 Last updated: 2018-04-26Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-8731-8040

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