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Table 1 Issues communicated at the workshop on behalf of the cluster “management”

From: Enhancing innovation speed through trust: a case study on reframing employee defensive routines

Facilitating factors for employee response
Capacity pressure (time/economy/instruments) Management
Part 1 of the project has not gone well. Too little capacity as all equipment was changed at once.
Part 2 of the project is related to the success of part 1:
“We should have been up and running the production in the spring of 2019, we are behind! How can we boost this timewise?”
New automated instruments have not performed well. Part 2 is about collecting and transporting the blood samples (reducing transportation times).
Management is pressured economically.
Economically focused.
Little time and capacity to be a leader (a lot of administrative work due to, for example, sick employees).
Managers feel like organizers.
Managers have many different tasks: adjusting what has been tough for the employees (project part 1), consider customer needs, enhance service (response times), and gather the laboratory to one community.
Tiresome process for management with lacking resources and various project-related challenges (too many projects are connected to each other).
Change for the better (strengthen bonds/relations)
Achieving closeness (bonds) to employees (hindered due to a lack of time).
Get rid of negative emotions (help employees).
Revitalize enthusiasm (towards entering a new project).
Being a visionary (stated as important).
The hospital needs help to address the workflow in each laboratory (transferring labor, job safety, and shifts need to match).