Realistic evaluation of the Flexmonitor, a team program to maintain and reflect on flexibility

Gool, Frank van; Bierbooms, Joyce; Janssen, Richard; Bongers, I.M.B.

doi:10.1108/jhom-04-2020-0109

Cited by 2 publications

(1 citation statement)

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“…Flexibility is difficult to create because different phenomena are involved in these three organizational levels (Borkowski, 2011;Kloosterboer, 2011;van Gool et al, 2020). One of these phenomena is known as the flexibility paradox.…”

Section: Introductionmentioning

confidence: 99%

Whether and how top management create flexibility in mental healthcare organizations: COVID-19 as a test case

Gool

Bongers

Bierbooms

et al. 2022

JHOM

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PurposeFlexibility is essential for healthcare organizations to anticipate the increasing internal and external dynamics. Mental healthcare organizations in the Netherlands face major policy reforms made by the government, increasing involvement from municipalities and gradual replacement of clinical care with outpatient care. Top management plays an important strategic role in creating this flexibility because they make important choices, give direction and structure the organization. To create flexibility, managers have to deal with complexity and paradoxes. In this study, the authors aim to contribute to the knowledge on how healthcare managers can create flexibility in their organizations.Design/methodology/approachThis is a qualitative empirical field study. In total, 21 managers of mental healthcare organizations participated in open in-depth interviews. The authors explored flexibility on three perspectives: organizational direction, structure and operations. The COVID-19 pandemic has provided an opportunity to explore flexibility. The authors asked participants to reflect on their organization's response to the pandemic.FindingsMost mental healthcare organizations create flexibility in an implicit way. Flexibility and resilience are closely linked mechanisms. Flexibility ensures a quick response while resilience provides the counterforce and rebound needed to adapt. Adaption ensures that healthcare professionals learn from their experiences and do not return completely to the way things were done before. The primary urge to survive ensured rapid and adequate responses to the COVID-19 pandemic. Whether this is a manifestation of flexibility remains difficult to conclude.Practical implicationsThe complexity theory offers some guidance in creating a flexible organization without losing consistency. Flexibility and resilience are closely linked mechanisms that antagonize and protect each other. With this insight, managers in mental healthcare can utilize the qualities and balance them without falling into the various pitfalls.Originality/valueIn this research, the authors are concerned with flexibility as a proactive attitude and capacity of organizations. By looking at the response of organizations to the COVID-19 crisis, the authors find out that responding to a disaster out of survival instinct is something else than flexibility. There is an interesting relationship between flexibility, resilience and adaptability, and they can balance each other.

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Section: Introductionmentioning

confidence: 99%