A Systems View Across Time and Space
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). | |
Opportunities 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). |