Restorative clinical supervision: a chance for change but are we ready?

In the wake of the COVID-19 pandemic, nurses are experiencing increasing stress, burnout and mental health problems. The Advocating and Educating for Quality ImProvement (A-EQUIP) model of clinical supervision aims to support staff wellbeing, promote positive work cultures and improve patient care. Although a growing body of empirical evidence supports the positive impact of clinical supervision, several individual and organisational barriers may impede the implementation of A-EQUIP in practice. Organisational culture, staffing and workforce pressures all affect employees' ability to engage with supervision, and organisations and clinical leaders must consciously work to sustain lasting change.

Safety climate in the surgical center during the Covid-19 pandemic: mixed-method study.

CONTEXT: The gradual impact of the Covid-19 pandemic had important effects on routines in surgical environments. In order to cope with the impact and re-establish anaesthesiology and surgery procedures, it was imperative to pursue in-depth studies with a view to ensuring safe surgical care, reducing hazards, as well as protecting the health, safety and wellbeing of the health personnel involved. The purpose of this study was to evaluate quantitative and qualitative approaches to domains of safety climate among multi-professional staffs of surgical centres during the Covid-19 pandemic and to identify intersections. METHODS: This mixed-method project employed a concomitant triangulation strategy on a quantitative approach in an exploratory, descriptive, cross-sectional study, as well as a qualitative approach by way of a descriptive study. Data were collected using the validated, self-applicable Safety Attitudes Questionnaire/Operating Room (SAQ/OR) questionnaire and a semi-structured interview script. The 144 participants were the surgical, anaesthesiology, nursing and support teams working in the surgical centre during the Covid-19 pandemic. RESULTS: The study found an overall safety climate score of 61.94, the highest-scoring domain being 'Communication in the surgical environment' (77.91) and the lowest, 'Perception of professional performance' (23.60). On integrating the results, a difference was found between the domains 'Communication in the surgical environment' and 'Working conditions'. However, there was intersection by the 'Perception of professional performance' domain, which permeated important categories of the qualitative analysis. CONCLUSIONS: For care practice, it is hoped to encourage improved patient safety, educational interventions to strengthen the patient safety climate and promote in-job wellbeing on the job for health personnel working in surgical centres. It is suggested that further studies explore the subject in greater depth among several surgical centres with mixed methods, so as to permit future comparisons and to monitor the evolving maturity of safety climate.

Digitally Transforming Organisational Cultures: Ensuring Enhanced Innovation in a Remote Working World

The Covid-19 pandemic has brought with it dramatic environmental changes, forcing organisations to adopt digital technologies on a wider scale, under significant time pressure. While the pandemic tested the agility and resilience of organisations, team dynamics and the implications of virtualisation on collaboration and creativity have become increasingly important for research (George et al., 2020) as the daily working routines in which employees have been embedded in for decades have become disrupted. The abrupt move to "working from home” that the pandemic created is arguably the most significant organisational design change in our lifetimes. Organisations are now asking how the virtualisation of work has impacted on the collaboration and communication necessary for driving innovation behaviour, and what strategies are available to develop remote innovation solutions. In this study, we explore organisational culture theory against the backdrop of digitally transforming innovation development as a result of the Covid-19 pandemic. This multi-layered model offers a useful framework for thinking about processes that foster innovation. By doing so, we investigate how organisations have adapted their approach to remote, collaborative innovation from the perspective of nineteen industry experts. The purpose of this study is to present the determinants of organisational culture to develop digital innovation in a hybrid working environment. Our findings reveal twelve distinct variables across the artifacts, values, and assumptions required to ensure digital innovation. These findings have implications for theory and practice, as it provides organisational leaders with a strategic understanding as to how a remote innovative culture can be developed, and subsequently exploited. © 2022, Academic Conferences and Publishing International Limited. All right reserved.

Novel Tools as New Challenges to HRM Communicational Practices (and the Increasingly Important Social Role of the Manager)

Each communicational process consists inseparably of three aspects: the linguistic (which means the whole language content of the message), technical (which states the form of the message) and the social (meaning social relations, emotions, behaviours). The recent COVID-19 pandemic deeply influenced several layers of our lives. But the main aim of this chapter is to focus on the communicational processes that normally take place in organisations. We conducted a qualitative study based mostly on in-depth interviews and observations among managers and management students. The analysis revealed the enormous expansion of technical dimensions of communication, where personal direct communication was often replaced by indirect ones, supported by the usage of modern tools like internet communicators and interactive software. This resulted in abnormal reduction of the social – highly needed and obviously important – dimension. Such ‘new normal' organisational reality forced the HR managers to re-think the flow and quality of existing communicational processes within which they are always situated, also considering its deep, multidimensional influence on the existing social relations. This chapter presents the results of qualitative studies from in-depth interviews, structured interviews and focus group interviews from 2012 to 2020. We aim to answer the question of the changes which were brought into organisations by the pandemic as our long-term research allows to follow the changes. As a result, we received characteristics of the organisational changes and the shift in expectation from the role of a manager in the altered social reality. Practical implications are included in this chapter and provide guidelines for communication in crisis situations while maintaining a high quality of interpersonal relations. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Influence of dynamic changes of workplace on organisational culture

Challenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.

Leadership, management and organisational implications for public service employee well-being and performance

Orientation: With the significant changes in the organisational context and the nature of work, greater focus on employee well-being is central to the quality of work life (QWL) and effective organisations. Research purpose: This article examines the complex and dynamic interplay between the multidimensional affective, behavioural, relational and socio-cultural dimensions in mediating employee well-being and organisational performance in a transforming South African provincial government. Motivation for the study: Theoretical models and public reforms have focused on the formal, transactional and technical aspects in understanding organisational performance and employee well-being, with less attention given to the behavioural, socio-cultural and interpersonal dimensions. Research approach/design and method: This qualitative study in two provincial government departments with 43 public servants (rank levels 6–15) applied the integral theory-based, four-quadrant model. The Dynamic Inquiry (DI) interview method and inductive thematic analytical processes were used. The Management Performance Assessment Tool (MPAT) assessment reports of the two departments were analysed. Main findings: The four dominant themes that emerged from this study – social exclusion, leadership behaviours, public service orientation and governance – display complex patterns and relationships related to well-being and performance. Among these are the negative effects of power and bureaucratic cultures;hierarchical, command and control governance systems and dissonant leadership behaviours. Practical/managerial implications: The results have public policy and practice implications for public governance, management and leadership development, organisational design and culture, and performance management. Contribution/value-add: By applying an integrated research approach, multiple determinants of well-being and their intermediation were elucidated. The findings offer epistemological and methodological implications for human resource management (HRM) scholarship.

Enterprise strategic management under COVID-19: evidence from South Africa

In our research, we mainly looked at the questions on how enterprise strategic management is affected during COVID-19 period in South Africa, from the context of stakeholder theory, legitimacy theory, and based on organisational culture. For both stakeholder theory and legitimacy theory, as the pandemic continues to unfold, palpable social pressure has pointed to both a shift from short-term to long-term outcome, and renewed importance of CSR. This is due to the short-term impact of this very special pandemic, prior to which, the term 'social distancing' was unheard of. On top of short-term impacts identified in this research, it was also identified that enterprise strategic management that gives focus to stakeholder management are more resilient to major external shocks like COVID-19 pandemic.

Evaluation of organisational culture dimensions and their change due to the pandemic.

The purpose of this research is to determine whether the Covid-19 pandemic has had an impact on the change of organisational culture in public high schools. Additionally, if there has been a change in organisational culture, to what extent does this change differ from the preferred type? Cameron and Quinn's OCAI questionnaire was used to determine the types of organisational culture. 453 valid responses were obtained from teachers of randomly selected public secondary schools in all regions of the Czech Republic. Pre-Covid-19, the present and preferred status were assessed. It was found that initially hierarchy culture was predominant, while currently preferences for adhocracy and market culture have increased significantly, although the hierarchy type still prevails. In the type of future, respondents will see the clan of organisational culture. The shift in each type, but also in each of its dimensions in the three periods studied, provides the researcher with a theme for deeper research into the context, and for school institutions and principals to develop strategies to support the creation of a healthy organisational culture.

COVID-19 pandemic-induced organisational cultural shifts and employee information security compliance behaviour: a South African case study

Purpose: The purpose of this preliminary empirical research study is to understand how environmental disruption such as brought on by the COVID-19 pandemic induces shifts in organisational culture, information security culture and subsequently employee information security compliance behaviour. Design/methodology/approach: A single-organisation case study was used to develop understanding from direct experiences of organisational life. Both quantitative and qualitative data were collected using a sequential mixed methods approach, with the qualitative phase following the quantitative to achieve complementarity and completeness in analysis. For the quantitative phase, 48 useful responses were received after a questionnaire was sent to all 150–200 employees. For the qualitative phase, eight semi-structured interviews were conducted. Statistical software was used to analyse the quantitative data and NVivo software was used to analyse the qualitative data. Findings: The pandemic-induced environmental disruption manifested as a sudden shift to work-from-home for employees, and relatedly an increase in cybercrime. The organisational response to this gave rise to shifts in both organisational and information security culture towards greater control (rule and goal orientations) and greater flexibility (support and innovation orientations), most significantly with information security culture flexibility. The net effect was an increase in employee information security compliance. Originality/value: The vast literature on organisational culture and information security culture was drawn on to theoretically anchor and develop parsimonious measures of information security culture. Environmental disruptions such as those caused by the pandemic are unpredictable and their effects uncertain, hence, the study provides insight into the consequences of such disruption on information security in organisations. © 2022, Emerald Publishing Limited.

The influence of the Fourth Industrial Revolution on organisational culture: An empirical investigation.

The Fourth Industrial Revolution (4IR) is known to transform and create opportunities for the world of work. However, little is known about how the future workforce, such as university students, are being equipped and exposed to 4IR technologies and ways of thinking in a South African (SA) context. This study's findings contribute to understanding the influence of organisational culture on the uptake of 4IR technology within higher education (HE) in SA during a pandemic. The study uses Edgar Schein's theoretical framework to explore the organisational culture at a university in the Gauteng province. The article responds further to the questions on how 4IR technology and principles are understood and applied within the context, and how to investigate to what extent the 4IR is reflected upon or embedded in the university's culture. A qualitative research design is used, and data are gathered through in-depth, semi-structured interviews from seven purposively selected academic and senior management staff members. Thematic analysis uncovered that the university's ambitious and competitive culture contributed to a positive uptake of 4IR technology and principles, even pre-COVID-19. Furthermore, the specific influence of the university's Vice-Chancellor to build 4IR thinking into the university helped shape more 4IR thinking and technologies, such as artificial intelligence, whilst still considering the existing disparities of SA, as a developing country.

Organisational Culture and Dynamic Marketing Capabilities in the Digital Age of Pandemic Crisis

In the wake of the unprecedented global pandemic of Covid-19, most businesses are pressing on sustaining their business continuity as they are forced to create rigorous emergency plans to limit the impact of COVID-19. The focal point of this paper is to provide constructive reviews on the potential shifts in organisational culture and its interrelationship with dynamic marketing capabilities as a result of the digital acceleration brought by the pandemic crisis. The resource-based theory is utilised as a foundation to better understand the interrelationships between organisational culture (OC) and dynamic marketing capabilities (DMC). From this critical review, a conceptual framework was developed to grasp of the linkages between OC and DMC. The originality of this paper’s conceptual framework suggests that organisations must enhance their flexibility to obtain competitive advantage and to keep up with the rapid acceleration of the digital transformation. Organisational culture is an essential set of guidelines that contribute to the organisation's cultural network. The combination resource-based and R-A theories emphasised the relevance of intangible talents, such as human abilities, as key components of supporting dynamic marketing capabilities. Organisational culture must support employees’ spiritual development to have valued and rare workers, which can strengthen the organisational dynamic marketing capabilities and strategies. The paper’s critical reviews may be of assistance to organisations in adapting and developing a dynamic work environment in the midst of the pandemic’s rapidly approaching digital era. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Resilience is a dirty word: misunderstood, and how we can truly build it.

Resilience is ubiquitous in everyday speech, academic literature and governmental policies. Yet it seems to have taken a narrow scope in healthcare, confined to individual and psychological resilience. This short essay aims to broaden the understanding of resilience to organisational levels and calls intensivists to take active roles in fostering resilience for their staff. The article explores firstly the background and etymology of resilience. It then challenges current approaches and briefly signposts some current work in the area. Some examples of structural factors which build individual resilience are listed, followed by a call for intensivists to take active roles to build future resilience. The need for interdisciplinary, cross-sectoral and multi-level approaches is vital to build future healthcare resilience, and we intensivists must continue to be advocates for systemic change.

Challenges negating virtual construction project team performance in the Middle East

Purpose>Over the last couple of decades, many organisations are increasingly adopting virtual team concepts, and construction companies in the Middle East are no exception. Members of a virtual team are geographically scattered and represent a diverse range of cultures. Thus, challenging issues emerge more frequently than in a traditional team. There are challenges associated with space and time as well as high client's demand. Therefore, this study aims to identify and probe the causes of the challenges in virtual project teams in the construction industry of the Middle East.Design/methodology/approach>A list of challenges was derived through a comprehensive review of relevant literature. Questionnaire survey was conducted with professionals who are involved in construction virtual project teams. Further, the factor analysis technique was used to analyse the survey responses.Findings>The results show that the challenges in virtual team arrangement in the Middle East construction industry can be grouped into seven categories, namely, organisational culture, conflict within the team, characteristics of the team members, trust within the team members diversity of the team, communication and training, and cohesion in the team. Understanding of these factors will drive the needed platform to support effective virtual project teams in the Middle East.Originality/value>This study raises the prospect that organisations may establish an environment for team members to achieve higher levels of virtual cooperation by concentrating on these potentially crucial factors. This, in turn, will encourage further innovation and performance within construction organisations.

(Re)constructing leadership: Complexity and flexibility

This chapter elucidates Keith Grint's model of leadership as a viable dynamic option in our complex world. By locating the model within a social constructionist frame, this chapter demonstrates how far we have come in the evolving stream of leadership research. Seven main characteristics of the Grint's model of leadership are discussed to demonstrate how the model can help us to understand wicked problems, such as the COVID-19 pandemic in Malaysia. The author also identifies two weaknesses of Grint's model: (1) organisational culture and (2) followership. Lastly, to address the two weaknesses, the author proposes an integrated model of leadership that combines the understanding of an adhocracy culture based on the competing value framework and Kelly's effective followership model. In conclusion, the integrative framework of leadership offers leadership researchers a model with more explanatory power in understanding the leadership phenomenon within the social constructionist supposition. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Stress and Wellbeing during the COVID-19 Pandemic: A Mixed-Methods Exploration of Frontline Homelessness Services Staff Experiences in Scotland.

Staff working in homelessness services often find the work rewarding yet challenging, and the sector experiences high levels of staff burnout and staff turnover. During the COVID-19 pandemic, staff working in these services faced particularly stressful working conditions. This study explored the experiences of stress and wellbeing among those working in frontline homelessness service roles during the early stages of the pandemic in Scotland. Semi-structured interviews were conducted with 18 participants, 11 of whom completed the Maslach Burnout Inventory (MBI). Qualitative data were analysed using Framework Analysis in NVivo, informed by the Revised Transactional Model of occupational stress and coping. MBI data were analysed using descriptive statistics. The COVID-19 pandemic positively and negatively impacted participants' lives and roles. Organisational culture acted as a magnifying glass for pre-pandemic practices: for some, the pandemic brought teams and staff closer together, creating a better working environment. For others, it led to fragmentation and frustration. Participants discussed coping strategies and recommendations for the future to protect staff wellbeing. Quantitative data suggested that participants were not experiencing burnout, although some were at heightened risk. Future research should explore the longer-term impact of the pandemic on homelessness service staff outcomes.

Organisational Culture and Mask-Wearing Practices for Tuberculosis Infection Prevention and Control among Health Care Workers in Primary Care Facilities in the Western Cape, South Africa: A Qualitative Study.

Background: Although many healthcare workers (HCWs) are aware of the protective role that mask-wearing has in reducing transmission of tuberculosis (TB) and other airborne diseases, studies on infection prevention and control (IPC) for TB in South Africa indicate that mask-wearing is often poorly implemented. Mask-wearing practices are influenced by aspects of the environment and organisational culture within which HCWs work. Methods: We draw on 23 interviews and four focus group discussions conducted with 44 HCWs in six primary care facilities in the Western Cape Province of South Africa. Three key dimensions of organisational culture were used to guide a thematic analysis of HCWs' perceptions of masks and mask-wearing practices in the context of TB infection prevention and control. Results: First, HCW accounts address both the physical experience of wearing masks, as well as how mask-wearing is perceived in social interactions, reflecting visual manifestations of organisational culture in clinics. Second, HCWs expressed shared ways of thinking in their normalisation of TB as an inevitable risk that is inherent to their work and their localization of TB risk in specific areas of the clinic. Third, deeper assumptions about mask-wearing as an individual choice rather than a collective responsibility were embedded in power and accountability relationships among HCWs and clinic managers. These features of organisational culture are underpinned by broader systemic shortcomings, including limited availability of masks, poorly enforced protocols, and a general lack of role modelling around mask-wearing. HCW mask-wearing was thus shaped not only by individual knowledge and motivation but also by the embodied social dimensions of mask-wearing, the perceptions that TB risk was normal and localizable, and a shared underlying tendency to assume that mask-wearing, ultimately, was a matter of individual choice and responsibility. Conclusions: Organisational culture has an important, and under-researched, impact on HCW mask-wearing and other PPE and IPC practices. Consistent mask-wearing might become a more routine feature of IPC in health facilities if facility managers more actively promote engagement with TB-IPC guidelines and develop a sense of collective involvement and ownership of TB-IPC in facilities.

Individual and organisational strategies to develop resilience in the nursing workforce.

Nurses are likely to encounter a wide range of distressing, challenging and sometimes traumatic situations. However, the coronavirus disease 2019 (COVID-19) pandemic has created unprecedented levels of stress, risk, uncertainty and anxiety for nurses. Nurses have been working in highly challenging conditions, particularly on the front line of patient care, which has had adverse effects on their mental health and well-being. The challenges generated by the COVID-19 pandemic have called into question the notion of nursing being an innately resilient profession. Consequently, the pandemic has reinforced the need for individuals, teams and healthcare organisations to foster resilience in nurses. This article discusses the theoretical underpinnings of resilience, explains what resilience in nurses means, and describes the adverse effects of the pandemic on nurses' mental health and resilience. The article also explores how nurses' resilience can be developed and enhanced from an individual and organisational perspective.

"It Was Definitely an Eye-Opener to Me"-People with Disabilities' and Health Professionals' Perceptions on Combining Traditional Indoor Rehabilitation Practice with an Urban Green Rehabilitation Context.

Research points to the health benefits of rehabilitation in urban green spaces. Nevertheless, more studies indicate complexity of utilising urban green spaces in an established health system context. An understanding of challenges related to rehabilitation in urban green spaces remains unaddressed. Therefore, the aim was to describe and analyse people with disabilities' and health professionals' perceptions on combining traditional indoor rehabilitation practice with an urban green rehabilitation context. The interpretive description methodology was applied supplemented by Edgar Schein's Model of Organisational Culture. Three online focus group interviews were conducted with people with disabilities (n = 4) and health professionals (n = 10). Three interrelated themes formed an understanding of rehabilitation practice in an urban green rehabilitation context: "ambivalence due to contextual change", "negotiating rehabilitation assumptions" and "expanding the frame of rehabilitation". Expanding the frame of rehabilitation to an urban green context may provide a basis for enhancing compatibility to everyday life for people with disabilities and still accommodate structural quality standards of professional rehabilitation practice.

Quality improvement report: setting up a staff well-being hub through continuous engagement.

The coronavirus pandemic has presented a new set of challenges for the frontline National Health Service staff. It is not only the long working hours but also the uncertainty and increase in patient mortality that has affected mental health and staff well-being. Hospitals all around the country have rightly responded with various well-being initiatives to help their staff such as wobble rooms and developing online resources. Our vision was to set up a safe space for staff away from clinical noise to enable and encourage mindfulness and psychological resilience through a calm and serene environment. We used the continuous quality improvement methodology and administered an initial needs assessment survey to see if our trust staff will be interested in having such a space. Within our team, we managed to secure a place, and used donations to hospital charity and set up a space within a week. Since opening the hub, we have had excellent feedback from various staff groups. Immediate feedback was obtained using emoji stickers asking for feelings before and after visit. A mood board was put up allowing anonymous expression of feelings. Delayed feedback was requested using a repeat survey. We believe that while there is a lot of talk about well-being and an increasing number of resources being offered electronically, the need for a neat and quiet space cannot be overlooked. We collect feedback on a weekly basis and adapt the space to meet the needs of staff. Long-term impact of such spaces will be reassessed at a later stage.