Design for resilient performance: Concept and principles

Disconzi, Cláudia Maria Dias Guerra; Saurin, Tarcísio Abreu

doi:10.1016/j.apergo.2022.103707

Cited by 20 publications

(4 citation statements)

References 42 publications

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“…The term resilient healthcare (RHC) has been adopted to express that capacity, which is to some extent intrinsic to healthcare systems and necessary for their survival (Ellis et al, 2019). Moreover, RHC can be deliberately engineered as conveyed by the concept of design for resilient performance (DfRP), defined as "the use of design principles to support integrated human, technical and organisational adaptive capabilities" (Disconzi and Saurin, 2022). DfRP is akin to active resilience, which Wildavsky (1991) refers to as a deliberate effort to improve various abilities to cope with crises and to use stress as a source of learning.…”

Section: Introductionmentioning

confidence: 99%

The cost-effectiveness of resilient healthcare

Saurin

Wiig

Patriarca

et al. 2023

IJHG

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PurposeThe purpose of this conceptual paper is to develop a model of the hypothesized relationships between investments and outcomes of resilient health care (RHC).Design/methodology/approachBased on the extant literature, the aforementioned model is described along with proxy measures of its composing variables and a matrix for assessing the cost-effectiveness of RHC instantiations. Additional possible relationships are set out in two propositions for theory testing.FindingsThe model conveys that RHC gives rise to both desired and undesired outcomes. Investments moderate the relationships between RHC and its outcomes. Both investments and outcomes can be broadly categorized as either human or technical. Moreover, the propositions refer to what type and how much investment is necessary to perform in a resilient manner, what are the intended or desired outcomes of RHC, for how long and who is affected by these outcomes.Originality/valueThe cost-effectiveness perspective of RHC is new and the proposed model opens opportunities for empirical and theoretical research.

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Section: Introductionmentioning

confidence: 99%

The cost-effectiveness of resilient healthcare

Saurin

Wiig

Patriarca

et al. 2023

IJHG

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“…redundant equipment) and informal practices used by employees to fill out gaps in work system design (e.g. creative solutions devised on the spot by professionals) (Disconzi and Saurin, 2022)hereafter, this latter portion is referred to as informal resilience. LPSs are known by several practices that are logically related to the designed portion of resilience, such as multifunctional workers and capacity buffers (Soliman et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

The nature and role of informal resilience practices in the performance of lean production systems

Gayer

Saurin

Anzanello

2022

JMTM

Self Cite

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PurposeResilience in lean production systems (LPSs) relies on both formal and informal practices. Considering that these latter are relatively less explored, this paper describes the nature and role of informal resilience practices in the performance of LPSs.Design/methodology/approachA survey was devised to assess the use of 12 informal practices related to resilience. The survey was answered by 206 respondents from high and low lean adopters in Brazil, focusing on their internal operations. Multiple linear regression analysis was used to assess the impact of those practices on operational performance. Six respondents were approached on follow-up interviews, offering examples of informal resilience in LPSs.FindingsBoth high and low lean adopters used informal resilience practices to a similar extent, and they were not detrimental to high lean adopters. These practices had no moderating effect on the relationship between the level of leanness and the operational performance of high lean adopters.Research limitations/implicationsThis study did not capture how the contribution of informal resilience practices changed over time within the same company.Practical implicationsAs the informal resilience practices are not necessarily consonant with lean principles, their use and rationale should be made explicit to workers and managers in LPSs. Moreover, lean assessments might be more credible if paying heed to the informal ways of implementing lean practices.Originality/valueThis is the first study that investigates the role of informal resilience practices in LPSs.

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“…Research groups in Brazil are involved in the production of knowledge in several topics about new safety and resilience engineering, among them, the design of discussion spaces and a new safety culture 14 , criteria to propose resilient organizations 20 , public health actions in crisis situations 21 , among others. Moreover, we find an ongoing movement involving professionals and scholars aimed at promoting this new vision of safety in the country 22 .…”

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confidence: 99%

Perspectives of the new safety

Filho

2022

Rev. bras. saúde ocup.

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Cook and Woods 1 , in a seminal article, point ways to overcome the notion of 'human error' as an explanation to industrial incidents and their investigations. In the nine steps the authors proposed, analyses should (1) seek 'second stories' to explain events b , (2) protect themselves from experts' hindsight bias, (3) know operators' work, (4) seek 'systemic vulnerabilities', (5) unveil the production of safety by practice, (6) search for factors distal to the event, (7) examine how macro-determinants produce new vulnerabilities, (8) use technologies to support and favor operators' performance, and (9) control the complexity of systems by new forms of feedback.These authors' conception of safety is not inherent to the design and operation of production systems, i.e., not only assured by technological choices, equipment maintenance, strict compliance to procedures, and the control of operators' behavior. In the case of complex systems, interrelations between several functions and process variables can lead systems to an operating state with which operators are unfamiliar. Thus, certain circumstances normalize the occurrence of possible incidents which operation teams fail to detect.

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Design for resilient performance: Concept and principles

Cited by 20 publications

References 42 publications

The cost-effectiveness of resilient healthcare

The cost-effectiveness of resilient healthcare

The nature and role of informal resilience practices in the performance of lean production systems

Perspectives of the new safety

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