Introducing clinical supervision in a rural health care organisation
John R. Cutcliffe, Kristiina Hyrkäs, John Fowler in Routledge Handbook of Clinical Supervision, 2010
Organisational culture is a key ingredient for successful implementation (Handy 1993). It is important that an accurate picture of the strengths and weaknesses is undertaken. Driscoll (2000) recommends that a force field analysis be undertaken to identify both the strengthening and resisting forces. This process provides an indication of the degree of readiness of the organisation as well as providing a springboard for the subsequent steps in the implementation process. While Driscoll’s (2000) concept of a force field analysis is a useful starting point, it does not readily distinguish between levels of strengths and barriers; inevitably some forces will be stronger than others. For example, lack of funding is likely to be a greater barrier than lack of availability of appropriate training opportunities as solutions for the latter are likely to be found more easily than the former. Once the force field analysis is completed the pushing and resisting forces should therefore be ranked or prioritised.
Prevention and intervention
Tony Cassidy in Stress, Cognition and Health, 2023
In terms of demands or sources of stress, we have reviewed life events and daily hassles or uplifts as well as specific events like unemployment, bereavement and large-scale trauma. It is too obvious and simplistic to say that we can try to prevent these demands or reduce them as many are neither predictable nor preventable. However, in some cases such as work or unemployment, we can assess the demands and devise ways to ameliorate them. A good example is work-life balance, which for many was addressed during the COVID-19 pandemic by being forced to work from home. Flexible working can help reduce the stress for working parents. The first step would be to assess what demands were placing stress on the target population. At this stage it is important to recognise that as well as demands, the environment provides resources. A useful way to consider this is in terms of Lewin’s force field analysis (Lewin, 1948). Regarding social change, Lewin postulated that there are always driving forces and restraining forces which push against each other to maintain the status quo. For change to happen, either driving forces need to be increased or restraining forces reduced or both. If we apply the same logic to demands and resources in the environment, we can try to reduce demands and/or increase resources. Where demands (e.g. traumatic events) are unchangeable, our focus will be on possible increases in resources, such as social support.
Learning organisations build teams, communities and systems
Paul Thomas in Collaborating for Health, 2017
Kurt Lewin (1890–1947), a German-American psychologist, pioneered organisational, social and applied psychology. He suggested that neither nature (inborn tendencies) nor nurture (how life experiences shape individuals) alone can account for individuals’ behaviour and personalities; instead, both nature and nurture interact to shape each person. He called this field theory. Lewin recognised that the world is much more complicated than it appears at first sight and change requires an understanding of human interaction and power as well as individual actions. This led to his famous quote: ‘If you want to truly understand something, try to change it.’ Lewin coined the terms ‘action research’, ‘force field analysis’, and ‘group dynamics’. He explained that organisations should periodically ‘unfreeze’ – renew vision and strategy; then ‘freeze’ – focus on getting jobs done, before the next time to unfreeze.
An evaluation of the driving and restraining factors affecting the implementation of hospital accreditation standards: A force field analysis
Published in International Journal of Healthcare Management, 2023
Mohammed Hussein, Milena Pavlova, Wim Groot
To our knowledge, this is the first study to investigate the enablers and challenges affecting the implementation of hospital accreditation standards from the perspective of hospital and quality directors in Saudi Arabia. It is also the first study in the accreditation realm to analyze these forces using Lewin’s force-field analysis framework. The identified factors, whether originating from within or outside the hospital setting, were categorized as either driving forces that positively facilitated compliance with accreditation standards or as restraining forces that hindered it.
Lean and Six Sigma as continuous quality improvement frameworks in the clinical diagnostic laboratory
Published in Critical Reviews in Clinical Laboratory Sciences, 2023
Vinita Thakur, Olatunji Anthony Akerele, Edward Randell
Laboratories oriented toward patient safety continuously monitor their quality improvement processes, remain transparent, and define responsibilities to optimize patient safety. Still, errors are unavoidable and, at times, can be common but unpredictable. Risk assessment is generally done as a proactive approach to reduce the potential for errors before they occur. Tools like failure modes and effects analysis (FMEA) are integral components of Six Sigma and Lean process improvement approaches and are used to ameliorate the safety of improvement initiatives prior to implementation [127]. Tools like root cause analysis are often used reactively and after an error has occurred. Hence, in these situations, Six Sigma and Lean processes follow to organize process improvement activities in an effort to reduce process risks. Risk assessment and analysis provide input on the scope of the required change. However, not all changes can be made easily, nor is acceptance of change guaranteed. Resistance to change or poorly planned change has implications on the sustainability of the change and the success of the intervention. Thoughtful change management processes facilitate process improvement and contribute to intervention success. The driving forces supporting change must overcome the resistance of restraining forces. Force field analysis [128] is a common Six Sigma tool used to analyze the change process critically by identifying the driving and restraining forces. A detailed discussion of these tools is beyond the scope of this review. However, like the CPI strategies themselves, an objective assessment of most tools has not been subject to a systematic assessment in laboratory medicine or in healthcare. Although some of these tools are widely used within the CPI frameworks, there is little published work that evaluates their effectiveness. Their theoretical basis seems sound, and the overall success of the CPI efforts provide some evidence for their value. To improve the effectiveness of CPI frameworks, it is important that future studies also evaluate the many different tools available so that tools that are useful can be refined and better guidance can be provided for the wise selection of effective tools.
Related Knowledge Centers
- Adolescence
- Community Psychology
- Gestalt Psychology
- Psychology
- Social Psychology
- Learning
- Hatred
- Morale
- Decisional Balance Sheet
- Field Theory