Regression as a cardinal factor in organizational destabilization

Rodenhauser, Paul

doi:10.1007/bf00713951

Cited by 2 publications

(1 citation statement)

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“…As living systems, organizations experience both states of health, characterized by successful following of developmental programs and adaptation to changing environments, and pathology, characterized by decreasing abilities to develop and adapt, and deteriorating effectiveness of overall functioning. Different forms of pathology are based upon aberrations or abnormalities in organizations' inputs and processing of resources and information, and include instability, regression (Rodenhauser, 1993) into pathological forms of organizational structure, and failure of organizational leadership/executive functions. Because the effectiveness of QA/I functions is influenced by overall organizational functioning, QA/I activities may need to become more of a priority in troubled organizations, with both more leadership involvement and increased resource allocation, if they are to check regressive processes.…”

Section: Pathologymentioning

confidence: 99%

Quality improvement in health care organizations: A general systems perspective

Yank¹

1995

Syst. Res.

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A systems analysis of healthcare organizations demonstrates that methods for improving quality involve the effective feedback regulation of key organizational performance parameters. Information flow is impaired in dysfunctional healthcare organizations, which often disregard significant clinical problems while preferentially tracking nonclinical indicators and clinical data considered most likely to meet the organization's standards. Such organizations thus achieve "pseudocompliance" with external requirements, but do not systematically work to improve the quality of clinical care or their performance as organizations. Efforts by government agencies and national organizations to foster quality improvement activities have had limited success precisely because local organizations perceive these efforts as externally imposed. Leaders' anxieties about their own and their organizations' autonomy, control, and performance can cause unwillingness to review data indicating performance problems, oversimplification of decision criteria, and reluctance to formulate meaningful conclusions and act on them. Contemporary quality improvement models, such as Continuous Quality Improvement (CQI) and Total Quality Management (TQM), reconnect leaders to their organizations' quality processes by emphasizing the leaders' roles in promoting quality as an organizational value, setting meaningful quality goals, and actively u sing information to improve organizational effectiveness.

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Section: Pathologymentioning

confidence: 99%