This document discusses organizational professionalism and reliability. It begins by outlining an agenda for creating a professional culture and infusing professionalism through mindful organizing. It then discusses how to emulate "reliability professionals" from high reliability organizations by cultivating mindful organizing. Mindful organizing consists of preoccupation with failure, reluctance to simplify interpretations, commitment to resilience, sensitivity to operations, and deference to expertise. The document examines how mindful organizing is associated with improved reliability and outcomes. It also explores how experiences, commitment, and human resource practices can enable mindful organizing within organizations. Interventions like leader rounding, huddles, and safety action teams may also help enhance mindful organizing.
Change Management Obstacles And Problems PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Change Management Obstacles And Problems PowerPoint Presentation Slides. This PPT deck displays eighteen slides with in depth research. Our topic oriented Change Management Obstacles And Problems PowerPoint Presentation Slides deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Obstacles And Problems PowerPoint Presentation Slides. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 barriers to change and how to overcome themJames Bullock
This presentation covers the types of change in businesses and the challenges they face in incorporating change into the culture. A lack of needed change can kill a business by creating negative risks. Continuous improvement, change processes, and risk management should be integrated to increase success.
A presentation given by international keynote speaker Dr. Stephen Muething from Cincinnati Children's Hospital, USA at the CHA conference The Journey, in October 2012.
Change Management Obstacles And Problems PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Change Management Obstacles And Problems PowerPoint Presentation Slides. This PPT deck displays eighteen slides with in depth research. Our topic oriented Change Management Obstacles And Problems PowerPoint Presentation Slides deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Obstacles And Problems PowerPoint Presentation Slides. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 barriers to change and how to overcome themJames Bullock
This presentation covers the types of change in businesses and the challenges they face in incorporating change into the culture. A lack of needed change can kill a business by creating negative risks. Continuous improvement, change processes, and risk management should be integrated to increase success.
A presentation given by international keynote speaker Dr. Stephen Muething from Cincinnati Children's Hospital, USA at the CHA conference The Journey, in October 2012.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
ThinkGRC BCI World 2016 Presentation Benchmarking Organizational ResilienceThinkGRC
Benchmarking Organizational Resilience: a cross sectional comparative research study conducted in the state of New Jersey, USA. The presentation is built upon doctoral research and ongoing professional practice of developing frameworks and tools to measure organizational strengths and weaknesses and developing business cases for additional investment in organizational resilience.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
OPRA’s Managing Psychologist, Ben Hainsworth, represents a thought leader in Safety Psychological Profiling and presented findings of a 3 year Longitudinal Study at the 2015 Australian Psychological Society’s 11th Industrial and Organisational Psychology Conference. The research conducted with Australia’s oldest Apprenticeship Training company, Hunter Valley Training Company, highlighted the value of best practice psychometric assessments and the resulting impact on reducing injuries and associated insurance costs.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
ThinkGRC BCI World 2016 Presentation Benchmarking Organizational ResilienceThinkGRC
Benchmarking Organizational Resilience: a cross sectional comparative research study conducted in the state of New Jersey, USA. The presentation is built upon doctoral research and ongoing professional practice of developing frameworks and tools to measure organizational strengths and weaknesses and developing business cases for additional investment in organizational resilience.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
OPRA’s Managing Psychologist, Ben Hainsworth, represents a thought leader in Safety Psychological Profiling and presented findings of a 3 year Longitudinal Study at the 2015 Australian Psychological Society’s 11th Industrial and Organisational Psychology Conference. The research conducted with Australia’s oldest Apprenticeship Training company, Hunter Valley Training Company, highlighted the value of best practice psychometric assessments and the resulting impact on reducing injuries and associated insurance costs.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
This presentation was made by Phil La Duke at the Canadian Society of Safety Engineering in Quebec City, QC in September 2008, For more information on this topic contact Phil La Duke (Pladuke@oe.com) or visit www.safety-impact.com
Safety Score Improvement Plan Scoring Guide Grading RubricCr.docxanhlodge
Safety Score Improvement Plan Scoring Guide Grading Rubric
Criteria Non-performance Basic Proficient Distinguished
Identify a patient safety issue. Does not identify a patient safety
issue.
Identifies patient safety concerns in general,
but does not identify a specific issue.
Identifies a patient safety issue. Identifies a patient safety issue and explains why the
issue is a primary concern for nursing.
Describe the influence of nursing
leadership in driving needed changes.
Does not describe the influence of
nursing leadership in driving the
needed changes.
Describes the influence of nursing leadership in
general terms but does not describe how
nursing leadership can drive change.
Describes the influence of
nursing leadership in driving the
needed changes.
Describes the influence of nursing leadership as a
driving force for changes that affect patient safety
and quality outcomes, and provides a specific
example of driving a needed change.
Apply systems thinking to explain how
current policies and procedures may
affect a safety issue.
Does not apply systems thinking to
explain how current policies and
procedures may affect a safety
issue.
Identifies leadership and structure responsible
for current policies and procedures, but does
not apply systems thinking to explain the
connection to patient safety.
Applies systems thinking to
explain how current policies and
procedures may affect a safety
issue.
Applies systems thinking to explain how current
policies and procedures may affect a safety issue,
and includes a discussion of how staff could monitor
systems and implement safeguards.
Explain a strategy to collect
information about the safety concern.
Does not explain a strategy to
collect information about the safety
concern.
Identifies several strategies to collect
information about the safety concern, but does
not explain one strategy.
Explains a strategy to collect
information about the safety
concern.
Explains a strategy to collect information about the
safety concern and how it could be implemented,
and identifies possible obstacles to obtaining
information.
Recommend an evidence-based strategy
to improve the safety issue.
Does not recommend an evidence-
based strategy to improve the
safety issue.
Describes strategies for improving a safety
issue, but does not indicate if it is evidence
based.
Recommends an evidence-based
strategy to improve the safety
issue.
Recommends an evidence-based strategy to improve
the safety issue, and identifies potential limitations
of the strategy.
Explain a plan to implement a
recommendation and monitor
outcomes.
Does not explain a plan to
implement a recommendation and
monitor outcomes.
Makes a recommendation, but does not explain
how it will be implemented.
Explains a plan to implement a
recommendation and monitor
outcomes.
Explains a plan to implement a recommendation and
monitor outcomes, and specifies quality indicators
and.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Operational Leadership and Critical Risk Managementmyosh team
Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
This plenary took place on Tuesday, October 6, at 8:30 am at the International Conference on Communication in Healthcare (ICCH), in Miami Beach, Florida, USA.
The Path to Safe and Reliable Healthcare
Michael Leonard, MD
Michael Leonard, MD, is the Physician Leader for Patient Safety at Kaiser Permanente, a Principal at Pascal Metrics, and a Faculty member at the Institute for Healthcare Improvement (IHI). An Honors graduate of the University of Missouri School of Medicine, Michael did his postgraduate
training in Internal Medicine and Anesthesiology at Harvard’s Beth Israel Hospital in Boston, with fellowship training in cardiac anesthesia. Michael was a practicing anaesthesiologist for 14 years
with the Colorado Permanente Medical Group, where he was Chief of Anesthesia, Chief of Surgical Services, and Chairman of the Board of Directors. In 1999, he helped Kaiser forge a collaborative relationship with Dr. Robert Helmreich’s Human Factors Research Project to work on the application
of human factors teamwork and communication training in medicine.
For the past several years, he has taught extensively throughout the Kaiser system and outside organizations in high-risk areas such as surgery, obstetrics, critical care and others to enhance safety. His relationships with outside organizations include Duke, Baylor, Sloan Kettering, ICSI, Minnesota Children’s, Ascension, Adventist, VHA, Greater New York Hospital Association and
others. At the IHI, he has been active in several domains, including the Patient Safety Officer Training Course, Transforming Care at the Bedside, the Superior Performance Initiative in the United Kingdom, and Patient Safety Scotland.
Ethical Healthcare Scenarios WorksheetScenario 1 Medical codi.docxhumphrieskalyn
Ethical Healthcare Scenarios Worksheet
Scenario 1: Medical coding in a physician's practice
Imagine you work in a high-pressure cardiology physician's office and you are one of two medical coders. Your supervisor is very focused on the greatest reimbursement to satisfy revenue projections for the practice. As a result, you are asked to "up-code" billing. How can the pressure of acquiring the maximum repayment for services lead to manipulating or falsifying documentation?
1. What is “up-code” billing? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. How can the pressure of acquiring the maximum repayment for services lead to manipulating/falsifying documentation?
Scenario 2: Administration of patient medications in the hospital setting
Imagine you are a new graduate nurse working nights on a busy medical unit. You just received a new patient who needs to be admitted to your unit and you just finished medicating a patient with a narcotic injection with a dose greater than ordered. Clearly understanding medication errors may lead to patient injury and even death, explain why a clinician may choose not to report the incident.
1. What constitutes a medication error? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Why might a clinician choose not to report a medication error?
Scenario 3: Not hiring a qualified individual because of discrimination
Imagine you are a new human resources director in a nonprofit organization and have been pressured not to hire Middle Eastern candidates by the organization's CEO. In the United States, discrimination against people based on their ethnicity, race, or cultural orientation is strictly forbidden under federal and state laws. Ethical discrimination may result in the breeding of ill feelings at work, as well as reduced productivity. To eliminate these ramifications, organizations need to put forth increased effort in curbing ethical discrimination in the employment sector. What are some interventions organizations can put in place to prevent discrimination?
1. What is discrimination? Is it illegal? Is it ethical?
2. What principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Name three interventions organization can put in place to prevent discrimination.
Scanned with CamScanner
Scanned with CamScanner
Scanned with CamScanner
MGMT2034 Reflection Assignment.xlsx
Sheet1BUSN20134 Business Ethics and Sustainability- Reflection Assignment 2 Part B .2 - Assessment Rubric (This information is provided as a guide to expectations regarding the reflective assignment. As with any assessment tasks students should seek further clarification from the facilitator and unit coordinator to insure they understand the requirements of the assessment task)WeightingFail-IIIFail-IIFail-IPassC.
Check out this introduction to Lean processes in a health care setting—touching on 5 keys to Lean success. This presentation is from a recent AORN webinar, which is available for replay at http://bit.ly/188O2uQ. Get complete Lean instruction and tools for implementation during a workshop in Denver, CO; more information on these August and September events available at http://bit.ly/14B9gLu.
Turning your organization into a high reliability organization just makes sense. Implementing predictable behaviors and reliable processes create a culture that strives to achieve error-free performance and safety in every procedure, every time. This increases safety and satisfaction for both patients and staff while reducing costs and improving clinical results.
Join HRO expert Tony Gorski and learn steps that you can take to turn your organization into the efficient and safe environment you know it can be.
Work-related Stress assessment : an organizational approachStefano Fiaschi
Some issues on practical application of WrS assessment in italian enterprises are pointed out, from the specific point of view of a private-held company dealing with consulting and training on safety at work.
Results from statistical analysis (conducted on a sample of 1.274 workers from 10 companies in Services; Health Care; and Industry sector) are also discussed.
Similar to T. vogus saturday the case for org (20)
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
The Art of the Pitch: WordPress Relationships and Sales
T. vogus saturday the case for org
1. The Case for Organizational Professionalism
Tim Vogus
October 20, 2012
2. Agenda
Creating a professional culture
Infusing professionalism
Mindful organizing
3. Enacting
Frontline actions that
•Surface latent and manifest
threats to professionalism
•Mobilize resources to
reduce threats
Professional Culture
Enabling
Leader actions that
•Direct attention to
professionalism
•Create contexts safe to
speak up and act in ways
that improve it
Outcomes
Elaborating
Learning practices that
•Develop comprehensive
representations of outcomes
•Provide feedback that
modifies enabling and
enacting
4. Enacting
Frontline actions that
improve patient safety
- Interpersonal processes
(e.g., teamwork)
- Reporting and voicing
concerns
- Coordinating at care
transitions (handovers)
and across interdependent
functions (checklists)
Culture
Enabling
Actions that motivate the
pursuit of safety
External actions:
- Accrediting and advocacy
organizations
- Survey tools
- Work hours rules
Internal actions:
- Leader behaviors and
practices
- HR practices
- Technology (EMR)
Improved Reliability
Fewer hospital errors
Elaborating
Learning practices that
extend safe practices
- Learning-oriented
interventions
- Education (simulation)
- Frontline system
improvement
- Case-based analysis
(M&M)
- System monitoring
(prospective,
retrospective, concurrent)
Culture
Culture
Culture
Culture
Safety Climate
Frontline
interpretations of
safety-related
leader actions and
organizational
practices
6. Reliability Professionals
Couple “the need for anticipation and careful causal
analysis with the need for flexibility and
improvisation” (Roe and Schulman 2008, p. 64)
Actions foster nearly error-free operations in
contexts that are extremely
Complex
Dynamic
Interdependent
7. Why Reliability Professionals?
Reliability a persistent and costly
problem
98,000 deaths annually (IOM, 2000)
May be significantly higher
(Classen, et al. 2011)
Improvement efforts have yielded
little (Wachter, 2010)
Despite significant effort
(Landrigan, et al., 2010)
10. Mindful Organizing
A social practice enacted collectively
Not an intra-psychic process (cf. Langer, 1989)
Consists of
Preoccupation with failure
Reluctance to simplify interpretations
Commitment to resilience
Sensitivity to operations
Deference to expertise
Mindful organizing allows for the rapid detection and
correction of errors and unexpected events
11. Mindful Organizing Occurs When
People are
Spending time identifying what could go wrong
Discussing alternatives as to how to go about
everyday activities
Developing an understanding of who knows what
Talking about mistakes and ways to learn from
them
Taking advantage of the unique skills of one’s
colleagues (even if the person is of lower status in
the organization)
12. Concept Survey Item(s)
Preoccupation with failure
• Chronic wariness of the unexpected
When giving report to an oncoming nurse, we usually
discuss what to look out for.
We spend time identifying activities we do not want
to go wrong.
Reluctance to simplify interpretations
• Questioning assumptions and received wisdom
We discuss alternatives as to how to go about our
normal work activities.
Sensitivity to operations
• Up-to-date knowledge of where expertise resides
We have a good “map” of each other’s talents and
skills.
We discuss our unique skills with each other so we
know who on the unit has relevant specialized
skills and knowledge.
Commitment to resilience
• Deliberate learning from experience
We talk about mistakes and ways to learn from them.
When errors happen, we discuss how we could have
prevented them.
Deference to expertise
• Migrating decision-making to person with most
expertise, not most authority
When attempting to resolve a problem, we take
advantage of the unique skills of our colleagues.
When a patient crisis occurs, we rapidly pool our
collective expertise to attempt to resolve it.
Measuring Mindful Organizing
13. Research Questions
Is mindful organizing associated with
reliability?
Do complementary practices enhance its effects?
What factors enable mindful organizing?
What interventions enhance mindful
organizing?
14. Is Mindful Organizing Associated
with Reliability?
95 nursing units
A one unit increase in mindful organizing associated with 35% fewer
medication errors
7 fewer errors per year per unit
A one unit increase in mindful organizing associated with 69% fewer
patient falls
13 fewer falls per year per unit
125 nursing units
Mindful organizing positively related to manager ratings of safety
and quality
184 software firms
Increases innovation and stock price over time
15. Do Complementary Practices
Enhance These Effects?
Mindful organizing doesn’t occur in a
vacuum
Potentially enhanced by complementary practices
Care pathways
Standardization of care according to best practice
Structure interactions
Build connections (Feldman and Rafaeli, 2002)
Facilitate coordination (Gittell, 2002)
“The majority of our patients are on care
pathways” (Gittell, 2002)
16. Joint Effects – Mindful Organizing
and Care Pathways
0
2
4
6
8
10
12
Low Mean High
ReportedMedicationErrors
Level of Mindful Organizing
Minimal use of Pathways
Extensive use of Pathways
17. What Enables Mindful
Organizing?
Mindful organizing is a function of the skilled efforts
of “reliability professionals” (Roe & Schulman,
2008)
Experience (Klein, 1998)
Communication (Weick & Sutcliffe, 2007)
Commitment (Levinthal & Rerup, 2006; Schulman, 1993)
18. What Enables Mindful
Organizing?
Mindful Organizing
Workgroup
Professional
Experience
Workgroup Quality
Performance
Workgroup Safety
Performance
H1a + H4 +
H3 +
H2 -
H1b -
Professional
Experience
Variability
Workgroup
Professional
Commitment
19. Methods
Survey of frontline registered nurses in a large Catholic
health system
Mailed to 3,298 nurses using multi-contact strategy (Dillman, 2000)
51.1% response rate (1,685 responses); No evident non-
respondent bias
125 units; average of 12 responses per unit, 13 hospitals
95% female
Age 40.99 years (s.d. = 9.75)
Tenure 15.29 years (s.d. = 10.18)
24. What Enables Mindful
Organizing?
HR practices
Selective staffing
Hiring for interpersonal as well as technical skills
Extensive training
Preceptor programs, training in interpersonal skills, ongoing
informal training
Developmental performance appraisal
Ongoing, 360-degree, and focused on learning
Employee involvement
Discretion over work practice
Reward suggestions
Job Security
25. How Do HR Practices Help?
Through signaling
Signaling the behaviors expected, supported, and
rewarded
Signaling about what?
How work is to be carried out
Developmental performance appraisal and coaching signal
the importance of learning and feedback seeking
They foster a psychological contract
Employees are valued and treated fairly, so they
reciprocate and generalize
29. Interventions
Change the conversation
Leader rounding
Managers on their units
Top management on all units
Huddles
Post-event cross-profession debriefs; what, why, and
lessons to learn
Create mechanisms for change
Safety action teams
30. Emerging Evidence
Increased leader engagement
More regular rounding
More consistent follow up actions
Institutionalization of huddles
Increased reporting of errors and threats to safety
“The list”
Safety action teams a mechanism for frontline
change and dissemination of reliability information
Highly variable and contingent
31. What Does This Mean for
Clinical Practice?
A potential guide for making M&M
conferences more impactful
A road map for debriefing close calls, errors,
and uncomfortable situations
A framework for planned change (e.g., QI
projects)
32. Preoccupation with Failure
A wariness about what could go wrong
Questions to ask
What are we most worried about?
Where are we most vulnerable?
What is the “worst case scenario”?
33. Reluctance to Simplify
Interpretations
Questioning assumptions to develop better ways
of working
Questions to ask
What assumptions are we making?
Are there data that disconfirm our assumptions?
What other assumptions could we make?
What are alternative ways to carry out our work?
34. Sensitivity to Operations
A shared understanding of current status and
where necessary expertise resides
Questions to Ask
Who will be most impacted by our work?
Where does the necessary expertise reside?
Who needs to be at the table?
35. Commitment to Resilience
Regularly reflecting on and learning from
outcomes to build group capabilities
How do we know we need to stop and huddle or
debrief?
What went well? How can we replicate it?
What went wrong? How can we avoid the same
mistakes?
36. Deference to Expertise
Decision-making based on problem-specific
expertise, not formal authority
Questions to ask
Who has the most experience with this situation?
Who has knowledge we need to consider?
How will we get their perspective?
What barriers will prevent us from drawing upon the
appropriate expertise?
37. Conclusions
Mindful organizing is associated with reliability
Quality, safety, and innovation
Effects are enhanced by complementary practices
Mindful organizing is enabled by
Workgroup professional characteristics
HR practices
Mindful organizing responsive to interventions
Rounding, huddles/debriefing, and questions
38. A well-designed organization is
not a stable solution to achieve,
but a developmental process to
keep active.
(Starbuck & Nystrom, 1981, p. 14)
40. Reliability and Mindful
Organizing Resources
Roberts, K. H. and R. G. Bea (2001). "When Systems Fail." Organizational Dynamics 29(3):
179-191.
Rosenthal, M. M., and K. M. Sutcliffe (2002). Medical Error: What Do We Know? What Do
We Do? San Francisco, CA, Jossey-Bass.
Sutcliffe, K. M., E. Lewton, et al. (2004). "Communication Failures: An Insidious Contributor
to Medical Mishaps." Academic Medicine 79(2): 186-194.
Weick, K. E. (1987). "Organizational Culture as a Source of High-Reliability." California
Management Review 29: 112-127.
Weick, K. E. and K. M. Sutcliffe (2001). Managing the Unexpected: Assuring High
Performance in an Age of Complexity. San Francisco, Jossey-Bass.
Weick, K. E. and K. M. Sutcliffe (2003). "Hospitals as Cultures of Entrapment: A Reanalysis
of the Bristol Royal Infirmary." California Management Review 45(2): 73-84.
Weick, K. E. and K. M. Sutcliffe (2007). Managing the Unexpected: Resilient Performance in
and Age of Uncertainty, Second Edition. San Francisco, CA, Jossey-Bass.
41. Shameless Self-Promotion
Singer, S.J., & Vogus, T.J. (Forthcoming). “Safety Climate Research: Reflections and New
Directions.” BMJ Quality and Safety.
Vogus, T.J., Sutcliffe, K.M., & Weick, K.E. (Forthcoming). “Searching for Safety Culture: An
Integration and Research Agenda.” Academy of Management Annals.
Singer, S.J., & Vogus, T.J. (Forthcoming). “Reducing Hospital Errors: Interventions that Build
Safety Culture.” Annual Review of Public Health.
Vogus, T.J., & Sutcliffe, K.M. (Forthcoming). “Organizational Mindfulness and Mindful
Organizing: A Reconciliation and Path Forward.” Academy of Management Learning &
Education.
Vogus, T.J., Sutcliffe, K.M., & Weick, K.E. (2010). “Doing No Harm: Enabling, Enacting, and
Embedding a Culture of Safety in Health Care Delivery.” Academy of Management
Perspectives, 24(4): 60-77.
Vogus, T.J., & Sutcliffe, K.M. (2007b). “The Impact of Safety Organizing, Trusted
Leadership, and Care Pathways on Reported Medication Errors in Hospital Nursing Units.”
Medical Care, 45: 997-1002.
Vogus, T. J. and K. M. Sutcliffe (2007a). "The Safety Organizing Scale: Development and
Validation of a Behavioral Measure of Safety Culture in Hospital Nursing Units." Medical Care
45(1): 46-54.
43. Workgroup Professional
Experience
Greater experience
Frees up attention (Levinthal & Rerup, 2006)
Enables sensing anomalies (Benner, et al. 1996; Weick &
Sutcliffe, 2007)
Increases recognition of importance of collaboration
(Sonnentag, 2001) and collective learning (Barton &
Sutcliffe, 2009)
Diminishing returns to experience result from
Fewer novel experiences (Reason, 2008)
Infrequent updating (Finkelstein & Hambrick, 1990)
44. Professional Experience
Variability
Variability (disparity) in experience inhibits drawing upon
collective experience
Reduce cohesion and increase conflict (Williams & O’Reilly, 1998)
Less informal communication (Smith, et al., 1994)
Makes experience inaccessible
Status differences
Less likely to seek out expertise (Barton & Sutcliffe, 2009; Weick &
Sutcliffe, 2007)
Over-deference to experience (Blatt, et al., 2006; Morrison &
Rothman, 2009)
Experts have difficulty understanding and helping novices
Different language (Hinds, et al., 2001)
45. Professional commitment
Mindful organizing is effortful (Levinthal & Rerup, 2006)
Requires extra-role behaviors (Schulman, 1993)
Professional commitment motivates and directs extra-role
behavior (Meyer, et al., 2004)
Directs it behaviors consistent with professional values (Johnson, et al.,
2009)
More likely to share experiences to prevent errors (Hofmann, et al.,
2009)
Professional commitment coalesces because
Common frame of reference (Abbott, 1988; Pfeffer & O’Reilly, 1989)
ASA processes (Schneider, 1987)
Social information processing (Salancik & Pfeffer, 1978)
46. So what?
What does a 0.4 to 0.6 change in mindful
organizing mean?
A 0.4 unit increase in mindful organizing leads to
14% fewer medication errors on a nursing unit
3 fewer errors per year per unit
A 0.4 unit increase in mindful organizing leads to
28% fewer patient falls on a nursing unit
5 fewer falls per year per unit
30% or more result in moderate to severe injuries
$15,000 - $30,000 for each severe fall
47. Respectful Interaction
The basis for socially shared cognition (Campbell,
1990; Asch, 1952)
Honestly reporting what we perceive to each other.
Demonstrating a great deal of mutual respect for each
other.
When discussing patient information, attempting to
integrate our interpretations without belittling our own
opinions or another nurse’s.
Exhibiting trustworthiness.
Respectful interaction enables people to
Come to a shared and nuanced understanding
Surface information that conflicts with the majority view
48. Unexpected Finding
Why is OCB associated with higher levels of errors
and falls?
Interruptions and tough cognitive shifts (Tucker &
Edmondson, 2003; Leroy, 2010)
Culture of heroes
Acting outside of competence
Inadequate systems
Normalizing deviance (Vaughan, 1996)
If these are plausible, a mindful system should
mitigate the negative impacts
49. What About Edmondson (1996)?
Didn’t measure reporting, used chart review
Someone else makes the determination if there was an error
or not
Differences in culture of reporting now and in mid 1990s
Cross-sectional study, I’m modeling over time
Why should effective practice be associated with reporting
more errors/falls over time?
I control for ratings of whether or not a unit was a “good” unit
If better units report more, should see a positive relationship
Observe a negative relationship
What Edmondson captured consistent with my OCB effect