2.6 | What Makes a Resilient Organization? - University …
2. Staff Engagement: The engagement and involvement of staff who understand the link between their own work, the organization's resilience, and its long term success. Staff are empowered and use their skills to solve problems.
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We suggest creating a toolkit of interventions and the associated staff available to assist with their implementation, and then inviting individual units to choose where to start. If the organization has a Wellness Center, the Center’s staff can track and report annually on the interventions implemented and their impact on well-being, along with other metrics, such as productivity and retention.
Workflow improvements are among the most powerful interventions to reduce burnout. In addition, combating professional isolation and increasing opportunities to build community within the workforce can improve satisfaction. In the Healthy Work Place trial, three types of interventions were successful: workflow redesign, communication improvements between provider groups, and quality improvement initiatives in chronic disease management in areas of clinician concern.18 Social isolation has become more prevalent, especially for physicians in ambulatory practice. Organizations can intentionally support collegiality and create community by re-examining how the physical space is designed, activities are scheduled and channels of communication are employed.
Problem Solving Teams: Creating resilient organisations ..
An organization’s resilience is drawn from its planned and adaptive capabilities. Organizations that invest in their planned resilience capabilities are able to sense change as it emerges, take action to minimize the downside risk, and to extract maximum upside. They are able to prevent many crises from ever occurring, and when crises do occur, they manage them responsively and effectively. However, planned resilience capabilities will only get an organization so far. No crisis ever fits the plan, and organizations inevitably need to find ways to adapt and evolve. Being both planned and adaptive is the key to resilience.
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JHM also identified the need to provide its medical trainees with a similarly supportive work environment. Medical residents work long hours at the edge of their abilities, in a setting that makes it hard to call on their social support system, making the risk of depression very real. To mitigate this, JHM added introspective and restorative elements to the residency program and encouraged trainees to embrace self-care strategies. For example, the Johns Hopkins Hospital and Johns Hopkins Bayview Medical Center now cover the annual cost of a membership for every resident to the fitness center on their respective campus. In addition, the School of Medicine hired an Assistant Dean for Graduate Medical Education who will devote half of her effort to wellness initiatives for residents and fellows. JHM realizes these earlier interventions are needed—and may lay the groundwork for resiliency over one’s career.
Creating resilient organisations through managing complexity;
Despite these efforts and high level of understanding of stress within the medical community, the Professional Wellness Committee leadership team believed they needed a more formalized process to further identify specific local challenges. A research project started in the spring of 2016 sought to measure the level of burnout at Carilion and use this data to raise awareness of how important professional well-being is to advance the organizational mission. A survey that included the Maslach Burnout Inventory (MBI), the Physician Well-Being Self-Assessment Tool (PWSAT) and a few Carilion-generated questions focused on items measuring employee engagement was distributed to all physicians, residents/fellows, advanced care practitioners and medical students in the system.4 The results indicated that 59 percent of Carilion physicians were experiencing high burnout; this was slightly higher than the national average based on studies available at the time. From this latest information came a heightened awareness of the extent of clinician burnout and a renewed focus from organizational leadership to rectify it. They brainstormed innovative ways to address this concern and fast-tracked initiatives already being developed. Some examples include:
Cyber Leadership: Creating A Resilient Culture: SKU: ..
There is no one formula for how to design a perfectly resilient organization. As resilience researchers, we have found that any organization, regardless of size or structure, can build planned and adaptive resilience capabilities. Resilience relates more to how an organization can access and utilize resources when it needs them. For example, large multinational corporations can be resilient, drawing from their large pool of resources. But they can also suffer from being less responsive and agile. Small businesses have fewer resources, but if they are well networked and connected with other organizations, they can access a large pool of resources when required.