We’re all in this together: how COVID-19 revealed the co-construction of mindful organising and organisational reliability

Vogus, Timothy J.; Wilson, Amy; Randall, Kelly H.; Sitterding, Mary

doi:10.1136/bmjqs-2021-014068

Cited by 4 publications

(15 citation statements)

References 19 publications

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“…We contend that addressing these implications is not discretionary as each reflects a perpetual aim of the system in which improvement efforts are embedded. Magnifying these implications are contextual dynamics, such as COVID-19 pandemic effects on pre-existing burn-out and already overextended individuals and teams 11…”

Section: Discussionmentioning

confidence: 99%

“…Addressing these implications necessitates a balanced approach to change, which we define as improving performance and participants’ emotional experience by linking quality improvement with change models grounded in management and organisational science (eg, organisational behaviour, organisation development and change, positive organisational change/scholarship, organisational psychology, organisational sociology), and social science (eg, psychology, social psychology, positive psychology) 3 19 20 31 32. While many healthcare quality improvement initiatives use change models grounded in management, organisational and social science,3 6 9–15 33–35 it is not the norm and may be founded not on a theoretical stance but a feeling that the balance isn’t right. Further, an explicit aim of optimising both performance and participants’ emotional experience is often lacking.…”

Section: Discussionmentioning

confidence: 99%

“…Magnifying these implications are contextual dynamics, such as COVID-19 pandemic effects on pre-existing burn-out and already overextended individuals and teams. 11 …”

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Examples of the former include assessing participant emotions during design 6 and implementation, 7 addressing drivers of participant burn-out, 8 using psychology of change principles, 9 and attending to participants' emotional energy. 3 5 10 Examples of the latter include human-centred design thinking, 6 mindful organising, 11 appreciative inquiry, 12 relational coordination, 13 social movements theory, 3 14 sociotechnical systems theory 3 and video reflexive ethnography. 15 However, we argue for optimising performance and participants' emotional experience as an explicit, enduring aim of all healthcare quality improvement initiatives, and for change approaches (inclusive of quality improvement) that dually privilege process-technical and sociobehavioural design elements as the norm.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Quality improvement as a primary approach to change in healthcare: a precarious, self-limiting choice?

Mandel¹,

Cady

2022

BMJ Qual Saf

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

“…Magnifying these implications are contextual dynamics, such as COVID-19 pandemic effects on pre-existing burn-out and already overextended individuals and teams. 11 …”

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Quality improvement as a primary approach to change in healthcare: a precarious, self-limiting choice?

Mandel¹,

Cady

2022

BMJ Qual Saf

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“The Pandemic Was a Global Exam, and Our Country Came in First”: Autocratic Performance Legitimacy in Saudi Arabia

Schmidt-Feuerheerd

2023

Perspect. polit.

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Existing scholarship establishes that authoritarian regimes make claims about their legitimacy yet does not tell us what makes these claims effective. This article argues that authoritarian legitimation is more effective when coproduced by the government, media, and progovernment supporters, rather than just being centrally disseminated talking points. This article uses the effective handling of the COVID-19 pandemic by the Saudi government to demonstrate how this narration translated trust in state capacity into performance legitimacy of the Saudi regime and system of governance. Saudi media figures and progovernment supporters expanded basic government talking points for audiences and discussed successful policies in relation to countries with higher international status (chiefly in the West) and higher state capacity (such as China). This article evaluates statements by the government, original media sources, and more than 90 interviews with Saudi nationalists, intellectuals, and entrepreneurs, while speaking to the relational character of performance legitimation beyond Saudi Arabia.

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Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context

Alo

Arslan

Tian

et al. 2023

JMP

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PurposeThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.Design/methodology/approachThe study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.FindingsThe authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.Originality/valueThis paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

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We’re all in this together: how COVID-19 revealed the co-construction of mindful organising and organisational reliability

Cited by 4 publications

References 19 publications

Quality improvement as a primary approach to change in healthcare: a precarious, self-limiting choice?

Quality improvement as a primary approach to change in healthcare: a precarious, self-limiting choice?

“The Pandemic Was a Global Exam, and Our Country Came in First”: Autocratic Performance Legitimacy in Saudi Arabia

Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context

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