A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Role of lean leadership in the lean maturity-second-order problem-solving relationship : a mixed methods study
Objectives: To investigate the relationship between lean adoption and problem-solving behaviour in nursing teams, and to explore the practices of lean leaders on nursing wards to reveal how they can stimulate second-order problem-solving within their teams. Design: A mixed-methods retrospective multiple case study using semistructured interviews. Interview data were used to assess the level of lean maturity (based on a customised validated instrument) and the level of second-order problem-solving (based on scenarios). Within-case and cross-case analyses were employed to identify lean leadership practices. Setting: 14 nursing teams, with different levels of lean maturity, in a Dutch hospital. Participants: Three members of each nursing team were interviewed: the team leader, one nurse from the ward's core team for the lean-based quality improvement programme and one nurse outside the core team. Interventions: The nursing teams were in various phases of a lean-based quality improvement programme: 'The Productive Ward -Releasing Time to Care'. Results: A strongly significant positive relationship between lean maturity and second-order problem-solving was found: beta=0.68, R-2=0.46, p<0.001. Further, the results indicated a potential strengthening effect of lean leadership on this relationship. Seven lean leadership practices emerged from the data collected in a nursing ward setting: (1) convincing and setting an example; (2) unlocking individual and team potential; (3) solving problems systematically; (4) enthusing, actively participating and visualising; (5) developing self-managing teams; (6) sensing, as orchestrator, what is needed for change; and (7) listening, sharing information and appreciating. These practices have a strong link with transformational leadership. Conclusions: As lean matures, nursing teams reach a higher level of second-order problem-solving. In later stages, lean leaders increasingly relinquish responsibility by developing self-managing teams.
Role of lean leadership in the lean maturity-second-order problem-solving relationship : a mixed methods study
Objectives: To investigate the relationship between lean adoption and problem-solving behaviour in nursing teams, and to explore the practices of lean leaders on nursing wards to reveal how they can stimulate second-order problem-solving within their teams. Design: A mixed-methods retrospective multiple case study using semistructured interviews. Interview data were used to assess the level of lean maturity (based on a customised validated instrument) and the level of second-order problem-solving (based on scenarios). Within-case and cross-case analyses were employed to identify lean leadership practices. Setting: 14 nursing teams, with different levels of lean maturity, in a Dutch hospital. Participants: Three members of each nursing team were interviewed: the team leader, one nurse from the ward's core team for the lean-based quality improvement programme and one nurse outside the core team. Interventions: The nursing teams were in various phases of a lean-based quality improvement programme: 'The Productive Ward -Releasing Time to Care'. Results: A strongly significant positive relationship between lean maturity and second-order problem-solving was found: beta=0.68, R-2=0.46, p<0.001. Further, the results indicated a potential strengthening effect of lean leadership on this relationship. Seven lean leadership practices emerged from the data collected in a nursing ward setting: (1) convincing and setting an example; (2) unlocking individual and team potential; (3) solving problems systematically; (4) enthusing, actively participating and visualising; (5) developing self-managing teams; (6) sensing, as orchestrator, what is needed for change; and (7) listening, sharing information and appreciating. These practices have a strong link with transformational leadership. Conclusions: As lean matures, nursing teams reach a higher level of second-order problem-solving. In later stages, lean leaders increasingly relinquish responsibility by developing self-managing teams.
Role of lean leadership in the lean maturity-second-order problem-solving relationship : a mixed methods study
Bijl, Arie (author) / Ahaus, Kees (author) / Ruel, Gwenny (author) / Gemmel, Paul (author) / Meijboom, Bert (author)
2019-01-01
BMJ OPEN ; ISSN: 2044-6055
Article (Journal)
Electronic Resource
English
| Springer Verlag | 2017