Presenting a Model of Managerial Practical Wisdom in Hospitals

Abstract

SummaryThis qualitative study was conducted to provide a model of managerial practical wisdom in public hospitals in order to define the components affecting managerial practical wisdom, development strategies and its results in hospitals based on interpretive paradigm using Grounded strategy and content analysis technique and based on paradigm model of Corbin and Strauss (2008). To this end, semi-structured interviews were conducted with 21 hospital managers, professors and experts in the field of health care management. The basic themes of the interviews during the data analysis and coding stage identify the central class, causal, contextual, intervening factors, strategies and consequences of managerial practical wisdom in the form of a paradigm model and finally to create Grounded theory about managerial practical wisdom in these hospitals. Accordingly, the dimensions and components of practical wisdom among the managers of the mentioned hospitals were cognitive abilities and managerial competencies, factors affecting its development including individual factors (personal experiences, personality pattern, and individual values) and organizational factors (spirituality at work, organizational values and organizational will).Moreover, the results of developing this type of wisdom among the mentioned managers can be categorized as individual results (mental and psychological well-being), organizational results (improving service quality, stakeholder satisfaction, organizational dynamism and agility, organizational vitality and organizational citizenship behaviors) and social outcomes (social capital development). These results can be used in the creation and development of quantitative tools for measuring managerial practical wisdom and as a qualitative complement in evaluating the quality of decisions among hospital managers.

Competencies of hospital managers – A systematic scoping review

“…Of the 45 studies that focused on the types and/or measurement of hospital managers’ competencies, 60% (27/45) used quantitative methods (mostly surveys and questionnaires, followed by statistical analyses), 17.8% (8/45) used qualitative methods (interviews with thematic analysis), and 22.2% (10/45) used a mixed-methods approach. Majority of studies reported that both ‘hard competencies’ such as specific technical knowledge ( 44 , 48 ) or skills acquired through practical training ( 41 , 44 , 63 , 72 ), and ‘soft competencies,’ e.g., adaptability ( 63 ), leadership ( 30 , 43 , 48 , 67 , 69 ), effective communication ( 9 , 30 , 44 , 45 , 48 , 67 , 69 ), teamwork ( 9 , 30 , 44 ), time management ( 43–45 , 72 ), creativity ( 43 , 44 , 48 ), and decision-making ( 43 , 67 ), are needed for effective hospital management. As a consequence, many researchers pointed out the importance of both ‘external’ formal education training/certificates as well as ‘internal’ peer-support, mentoring, and/or coaching as complementary competency improvement approaches.…”

Wisdom: Cultural and Cross-Cultural Understanding with a Systematic Review of Empirical Studies

“…Out of nine articles (see Table -2), only one article (Grossmann et al, 2012) directly compares two cultures. Other articles either investigated the conception of wisdom among native people (Hu et al, 2018;Kaluzna-Wielobób, 2014;Sternberg, 1985), contextual and experiential factors that can lead to wisdom (Mahdavi et al, 2020;Yang, 2017), characteristics based on which wise persons were nominated (Weststrate et al, 2016;Weststrate & Glück, 2017) or emotional quality of nominated wise persons (Grossmann et al, 2019). Studies have used a diverse range of samples, with participants ranging from 18-99 years, with different educational and professional backgrounds.…”

“…In an Iranian study by Mahdavi et al (2020), 21 health professionals were interviewed in the context of conceptualization of managerial wisdom in hospital settings. Individual variables (experience, personality and values), organizational factors (spiritual atmosphere and organizational values) and social solidarity were identified as three causal factors to realize practical wisdom in the hospital settings.…”