A Systems View Across Time and Space
Table 2 Issues communicated at the workshop on behalf of the cluster’s “personnel and employee emotions”
From: Enhancing innovation speed through trust: a case study on reframing employee defensive routines
Employee response | ||
|---|---|---|
Capacity pressure (time/instruments/new routines) | Personnel | Employee emotions |
Employees do not have time to think about anything else but the new routines; employees are sick and do not have time to do the job they are intended to do. Employees are burned out from working overtime, and there is bitterness from the previous project part 1. Learning the new instruments have been slow (no use of virtual reality (VR) or augmented reality (AR) technology). As the new solution makes it possible to free resources, there is still a need to hire more expensive competence. A strong professional pride may be present. Employees need to adapt routines to their own workday. There are too many tasks for each employee. Employees have a locked mindset (e.g., what is in it for me?). One must consider the whole. | Employees are tired and unable to take risks in relation to continuation of the project (part 2) The project loyalty is weakened. Instruments do not work as expected. When instruments (automation line) do not work, this impacts employees’ professional pride/honor negatively. Feeling superfluous for lack of competence in relation to operating the new instruments (which are not working optimally) (e.g., wounded professional pride). Need to create motivation. “We must believe in the solutions that provide better service to hospitalized patients.” Resistance to changes/negative emotions. Negative emotions are difficult to get rid of (stated to be inherited between employees), e.g., rumors between employees of them not being allowed to perform certain tasks: “We are not allowed to do …” (The managers want to know how to get out of this in a stronger manner.) | |
Opportunities | Striving to be the best in the world, not just small changes. Being a visionary is missing. Get employees to see the opportunities in the project regarding safety delegates and employee representatives. “Is this enough? Where are the opportunities?” Willingness to change. How to make employees think differently? | Feelings of organizational measures being handled too late. Too much work pressure. This project (part 2) is an opportunity to operate differently. |
Hidden input | Distillation of input; not everything seems to show (information on behalf of employees). Input from project meetings was filtered and in-depth arguments got lost. | |