Complex Responsive Processes: A New Lens for Leadership in Twenty-First-Century Health Care

Davidson, Sandra

doi:10.1111/j.1744-6198.2010.00171.x

Cited by 17 publications

(22 citation statements)

References 4 publications

(11 reference statements)

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“…These statements may be related to the self-development of this QIC and the voluntary involvement, and the teaching in the general topics of improvement strategies. Several studies report that employees show restraint and consider the QI work to be useless if they feel forced to take part in it [2,4,9,21]. Other studies confirm that positive relationships and aligning QI work with professional logic [22], in conjunction with work structures that empower employees [13], influence how employees engage in QI work.…”

Section: Discussionmentioning

confidence: 99%

“…A hierarchical and linear leadership style seems to no longer apply to the highly complex, interrelated, relationship-driven QI work [4]. Davidson [9] used complex responsive processes (CRPs) (what she called a lens) to understand contemporary healthcare leadership. The CRPs give us a description of organizations as processes of human interaction, which occurs here and now.…”

Section: Discussionmentioning

confidence: 99%

“…There is growing awareness of the complexity perspective in healthcare among scholars, academics, practitioners, and policy-makers [7] and of how different types of leadership influence outcomes [8]. Within healthcare generally and QI work specifically, adaptive leadership that regards human interaction [9] and is responsive, flexible, and open to change [4], seems to be more useful than leadership based on control [4].…”

Section: Introductionmentioning

confidence: 99%

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“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

Sjølie

Hartviksen

Bondas

2020

BMC Health Serv Res

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Background: First-line nurse managers are central to quality improvement work when changing work practices into better patient outcomes. Quality improvement collaboratives have been adopted widely to support quality management in healthcare services and shared learning. We have little knowledge of the first-line nurse managers' own perspectives concerning their need for support and knowledge in quality improvement work. Therefore, the aim of this study was to gain understanding of first line nurse managers' experiences in leading quality improvement work in their own organization when participating in a quality improvement collaborative. Methods: An interpretive approach was chosen following Graneheim and Lundman's qualitative content analysis. Data was collected through three focus group interviews with first-line nurse managers representing different workplaces: the local hospital, a nursing home, and a homecare service in a rural area of Norway. Results: "Navigation to prioritizing the patient" emerged as an overarching metaphor to describe the first-line nurse managers experiences of leading quality improvement work, based on three themes: 1) fellowship for critical thinking and prioritizing the patient; 2) mastering the processes in quality improvement work; and 3) the everyday reality of leadership as a complex context. Conclusions: A quality improvement collaborative encompassing knowledge transfer and reflection may create an important fellowship for health care leaders, encouraging and enabling quality improvement work in their own organization. It is crucial to invite all leaders from an organization to be able to share the experience and continue their collaboration with their staff in the organization. Continuity over time, following up elements of the quality improvement work at joint meetings, involvement by users, and self-development of and voluntary involvement in the quality improvement collaborative seem to be important for knowledge development in quality improvement. The supportive elements of the quality improvement collaborative fellowship were crucial to critical thinking and to the first-line nurse managers' own development and security in mastering the quality improvement work processes. They preferred prioritizing the patients in quality improvement work, despite haste and obstructive situations in an everyday context.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

Sjølie

Hartviksen

Bondas

2020

BMC Health Serv Res

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“…Examples abound and are discussed in numerous research areas such as, organizational research (Hensler et al 2000), engineering education research (Arciszewski and Rebolj 2007), health care research (Bunkers 2002;Davidson 2010), writing research (Ghaye 2006), psychotherapy research (Rossi and Rossi 2008) and advertising education (Matthews 2011).…”

Section: The Basic Design Studio: Medium Of 'Curiosità' and Creativitymentioning

confidence: 99%

Medium of ‘Curiosità’: An innovative studio environment for design education

Yurtkuran

Taneli

2013

Art, Design &Amp; Communication in Higher Education

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Keywordsarchitectural education design education design studio experiential learning medium of 'curiosità' curiosity selay yurtKuran and yavuz taneli Uludag University Medium of 'Curiosità': an innovative studio environment for design education abstraCtBasic Design is a studio course in architectural education that requires creative problem-solving and critical thinking skills, a non-ending appetite for knowledge, and nondiminishing curiosity. This article describes an innovative studio environment that allows for this particular mentality to flourish and appropriate professional skills to be strengthened. The manuscript further outlines a studio project that utilizes an olfactory stimulus to rekindle curiosity. The project is an introductory exercise, using line as a conceptual design element, and a tool for communication. Through subsequent content analysis, the qualitative case study methodologically records this two-week exercise, and uses verbal and visual data, as well as written student responses to assess the benefits of this altered learning experience. The authors argue that, only through curiosity will the studio environment become the catalyst to foster innovative design ideas. arChiteCtural eduCation and the design studioAn overview of teaching methods in architecture schools worldwide reveals the predominance of design studio education that replicates architectural practice (Cunningham 2005), and that there is little variance in the architectural

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“…This paper concentrates on nursing and considers the questions being asked of nurses in relation to how their current role can evolve. This means understanding where nursing is now and identifying it for a future with an autonomous and interprofessional leadership role (Davidson, 2010). Being positioned at this difficult juncture means letting go of some ideas and keeping hold of others and being critical reflectors.…”

Section: Introductionmentioning

confidence: 99%

A Social Purpose Model for Nursing

Ball¹

2011

Nursing Forum

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Complex Responsive Processes: A New Lens for Leadership in Twenty-First-Century Health Care

Abstract: Viewing organizations through the lens of CRPs and developing practices around the seven da Vincian principles provides directions and a starting point for traditional leaders to move away from rationalist, twentieth-century practices toward transformative leadership practices.

Cited by 17 publications

References 4 publications

“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

Medium of ‘Curiosità’: An innovative studio environment for design education

A Social Purpose Model for Nursing

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