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Haderach C. Kwisatch"In the past year, I've seen people have huge impacts at companies by exerting some bravery. This sometimes means getting a bully fired, sometimes it means getting the first tech project to work smoothly in a decade. In some of these cases, the person involved was made redundant shortly afterwards for interfering with people's selfish political aims, and other times they were promoted for actually giving a damn (and yes, sometimes for unknowingly helping someone else's selfish political aims). But all of them went in willing to put something on the line. A huge number of employees will venture nothing for their beliefs, and while that is fine or whatever, bla bla bla, they have kids, they're also going to be largely ineffective because they won't change anything big, because big change is novel and weird, and novel and weird might get you noticed, and getting noticed means something is going to happen to you."<a href="https://techhub.social/tags/softwareDevelopment" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#softwareDevelopment</a> <a href="https://techhub.social/tags/processImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#processImprovement</a> <a href="https://ludic.mataroa.blog/blog/get-weird-and-disappear/" rel="nofollow noopener noreferrer" translate="no" target="_blank">https://ludic.mataroa.blog/blog/get-weird-and-disappear/</a>

Bob YoungTO THE HELP DESK PERSONNEL: If people try to cut the queue in the IT call center, it's not because they're impatient. There are two factors that, together, cause people to try and circumvent the ticketing process.1) Management above you has inadequately staffed the help desk in order to cut costs. 2) The people who call you are dedicated employees who genuinely want to get back to work and be productive.As a help desk worker, you can't fix this. But you should at least understand what's really going on.TO THE PEOPLE WHO CONTACT THE HELP DESK: If the person you called seems to be an idiot, you’re wrong. They’re not. There are two factors that, together, cause them to give you inadequate support.1) Management hasn’t trained them adequately. They want to succeed in their job, but they were thrown to the wolves, so to speak, by managers with understaffed departments and insufficient training budgets. 2) They’re rendered powerless by policies they didn’t create. Even if they know what you really need, they’re bound by rules that specify what they can and cannot do.As an employee needing an IT issue resolved, you can’t fix this. But you should at least understand what’s really going on.As someone who has managed help desks, and who has managed help desk managers, I’ve seen the issues up close. These problems can be solved if upper management is willing to change how things are done.<a href="https://infosec.exchange/tags/CallMeIfYouNeedMe" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#CallMeIfYouNeedMe</a> <a href="https://infosec.exchange/tags/FIFONetworks" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#FIFONetworks</a><a href="https://infosec.exchange/tags/HelpDesk" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#HelpDesk</a> <a href="https://infosec.exchange/tags/TechSupport" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#TechSupport</a> <a href="https://infosec.exchange/tags/ServiceDesk" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ServiceDesk</a> <a href="https://infosec.exchange/tags/management" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#management</a> <a href="https://infosec.exchange/tags/leadership" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#leadership</a> <a href="https://infosec.exchange/tags/ProcessImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessImprovement</a>

Lyle Solla-YatesI served on many of the committees of these vital transportation safety projects in <a href="https://cville.online/tags/cville" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#cville</a> that are being cancelled, delayed, or reduced in scope and I am sorry to see that happen, but I appreciate the hard work that City Manager Sanders is doing to fix our broken processes and get actual projects actually done. <a href="https://cville.online/tags/safestreets" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#safestreets</a> <a href="https://cville.online/tags/projectmanagement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#projectmanagement</a> <a href="https://cville.online/tags/processimprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#processimprovement</a> <a href="https://cville.online/tags/inflation" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#inflation</a> <a href="https://cville.online/tags/vdot" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#vdot</a> <a href="https://cville.online/tags/timekillsdeals" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#timekillsdeals</a> <a href="https://open.substack.com/pub/communityengagement/p/november-13-2024-charlottesvilles" rel="nofollow noopener noreferrer" translate="no" target="_blank">https://open.substack.com/pub/communityengagement/p/november-13-2024-charlottesvilles</a>

Lyle Solla-YatesStaff was able to clarify the surprises and the recommendations were approved by the Commission. We had a good conversation about the high level of public scrutiny and admin cost on this small bucket of funds and are looking at process improvements to more nimbly address challenges from DC and here at home. Also I plugged paying people for their time if equity and representation is the goal <a href="https://cville.online/tags/processimprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#processimprovement</a>

Reda SadkiHere is a summary of the key points from the article “Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement”.Overview<ul><li>Many companies invest heavily in process improvement programs, yet few efforts actually produce significant results. This is called the “improvement paradox”.</li><li>The problem lies not with the specific tools, but rather how the introduction of new programs interacts with existing organizational structures and dynamics.</li><li>Using system dynamics modeling, the authors studied implementation challenges in depth through over a dozen case studies. Their models reveal insights into why improvement programs often fail.</li></ul>Core causal loops<ul><li>The “Work Harder” loop – managers pressure people to spend more time working to immediately boost throughput and close performance gaps. But this is only temporary.</li><li>The “Work Smarter” loop – managers encourage improvement activities which enhance process capability over time for more enduring gains, but there is a delay before benefits are seen.</li><li>The “Reinvestment” reinforcing loop – successfully improving capability frees up more time for further improvement. But the reverse vicious cycle often dominates instead.</li><li>The “Shortcuts” loop – facing pressure, people cut corners on improvement activities which temporarily frees up more time for work. But this gradually erodes capability.</li></ul>The capability trap<ul><li>Short-term “Work Harder” and “Shortcuts” decisions eventually hurt capability and require heroic work efforts to maintain performance, creating a downward spiral.</li><li>However, because capability erodes slowly, managers fail to connect problems to past decisions and blame poor worker motivation instead, leading to a self-confirming cycle.</li><li>Even improvement programs just increase pressure and drive more shortcuts, making stereotypes and conflicts worse. This “capability trap” causes programs to fail.</li></ul>The “capability trap” refers to the downward spiral organizations can get caught in, where attempting to boost performance by pressuring people to “work harder” actually erodes process capability over time. This trap works through a few key mechanisms:<ol><li>Facing pressure, people cut corners and reduce time spent on improvement activities in order to free up more time for immediate work. This temporarily boosts throughput.</li><li>However, this comes at a cost of gradually declining process capability, as less time is invested in maintenance, training, and problem solving.</li><li>Capability erosion then reduces performance, widening the gap versus desired performance levels.</li><li>Managers falsely attribute this to poor motivation or effort from the workforce. They lack awareness of the capability trap dynamics, and the delays between pressing people to “work harder” and the capability declines that eventually ensue.</li><li>Management increases pressure further, demanding heroic work efforts, which causes workers to cut even more corners. This spirals capability downward while confirming management’s incorrect attribution even more.</li></ol>Key takeaway for learning leadersLearning leaders must understand the systemic traps identified in the article that underly failed improvement initiatives and facilitate mental model shifts. This help build sustainable, effective learning programs to be realized through productive capability-enhancing cycles.Key takeaway for immunization leadersIt’s reasonable to hypothesize that poor health worker performance is a symptom rather than the cause of poor immunization programme performance. Short-term decisions, often responding to top-down targets and donor requirements, hurt capability and require, as the authors say, “heroic work efforts to maintain performance, creating a downward spiral.” Managers then incorrectly diagnose this as a performance problem due to motivation.How to escape the capability trapThe key to avoiding or escaping this trap is therefore shifting the mental models that reinforce the incorrect attributions about motivation. Some ways to do this include:<ul><li>Educating managers on the systemic structures causing the capability trap through methods like system dynamics modeling</li><li>Allowing time for capability-enhancing improvements to take effect before judging performance</li><li>Incentivizing quality and sustainability of throughput rather than just short-term volume alone</li><li>Seeking input from workers on the barriers to improvement they face</li></ul>With awareness of the structural causes and delays, managers can avoid erroneously attributing blame. Patience and a systems perspective are critical for companies to invest their way out of the capability trap.<ul><li>Shift mental models to recognize system structures leading to the capability trap, rather than blaming people. Then improvement tools can work.</li><li>A useful example could be system dynamics workshops that achieved this shift and enabled successful programs, dramatically enhancing performance.</li></ul>Reference: Repenning, N.P., Sterman, J.D., 2001. Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement. California management review 43, 64–88.Illustration: The Geneva Learning Foundation Collection © 2024<a href="https://redasadki.me/2024/02/23/the-capability-trap-nobody-ever-gets-credit-for-fixing-problems-that-never-happened/" rel="nofollow noopener noreferrer" target="_blank">https://redasadki.me/2024/02/23/the-capability-trap-nobody-ever-gets-credit-for-fixing-problems-that-never-happened/</a><a rel="nofollow noopener noreferrer" class="hashtag u-tag u-category" href="https://redasadki.me/tag/capability-development/" target="_blank">#capabilityDevelopment</a> <a rel="nofollow noopener noreferrer" class="hashtag u-tag u-category" href="https://redasadki.me/tag/hr/" target="_blank">#HR</a> <a rel="nofollow noopener noreferrer" class="hashtag u-tag u-category" href="https://redasadki.me/tag/process-improvement/" target="_blank">#processImprovement</a> <a rel="nofollow noopener noreferrer" class="hashtag u-tag u-category" href="https://redasadki.me/tag/total-quality-management/" target="_blank">#TotalQualityManagement</a>

Matt HodgkinsonI read The Book of Trespass for my Green book group this week and it reminded me of a meme I made juxtaposing two quotes about boundaries. 🧵<a href="https://www.bloomsbury.com/uk/book-of-trespass-9781526604729/" rel="nofollow noopener noreferrer" target="_blank">https://www.bloomsbury.com/uk/book-of-trespass-9781526604729/</a><a href="https://scicomm.xyz/tags/ChestertonsFence" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ChestertonsFence</a> <a href="https://scicomm.xyz/tags/ProcessOptimization" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessOptimization</a> <a href="https://scicomm.xyz/tags/PolicyChange" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#PolicyChange</a> <a href="https://scicomm.xyz/tags/ProcessImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessImprovement</a>

Lyle Solla-YatesI don't think I've posted this yet. Good paper out last year comparing by-right and discretionary processes on their ability to permit affordable housing quickly and reliably <a href="https://www.tandfonline.com/doi/full/10.1080/01944363.2022.2106291" rel="nofollow noopener noreferrer" target="_blank">https://www.tandfonline.com/doi/full/10.1080/01944363.2022.2106291</a> <a href="https://cville.online/tags/housing" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#housing</a> <a href="https://cville.online/tags/zoningreform" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#zoningreform</a> <a href="https://cville.online/tags/processimprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#processimprovement</a>

Julian Winn"..often the challenge isn’t the technology but developing the relationships and ways of working between the staff"<a href="https://primarycare.app/tags/StartWithPeople" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#StartWithPeople</a> > <a href="https://primarycare.app/tags/ProcessImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessImprovement</a> > then enable the process with <a href="https://primarycare.app/tags/Tech" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#Tech</a> <a href="https://primarycare.app/tags/PeopleProcessTechnology" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#PeopleProcessTechnology</a>. In that order. Always.<a href="https://a.gup.pe/u/healthinformatics" class="u-url mention" rel="nofollow noopener noreferrer" target="_blank">@healthinformatics</a> <a href="https://cktn.todon.de/@CKsTechNews" class="u-url mention" rel="nofollow noopener noreferrer" target="_blank">@CKsTechNews</a> <a href="https://primarycare.app/tags/InstituteForHealthImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#InstituteForHealthImprovement</a><a href="https://www.kingsfund.org.uk/blog/2022/11/digitally-enabled-collaborative-work-needs-organisational-capacity-succeed" rel="nofollow noopener noreferrer" target="_blank">https://www.kingsfund.org.uk/blog/2022/11/digitally-enabled-collaborative-work-needs-organisational-capacity-succeed</a>

Julian WinnThis I like: "...it’s much more streamlined on the practice end because they can save it [the patient’s identity] to your record in one click and can contact you back in one click"<a href="https://primarycare.app/tags/MakeLifeEasier" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#MakeLifeEasier</a> <a href="https://primarycare.app/tags/ProcessImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessImprovement</a><a href="https://www.digitalhealth.net/2022/12/accurx-integrates-with-nhs-app-to-give-patients-front-door-to-gp-services/" rel="nofollow noopener noreferrer" target="_blank">https://www.digitalhealth.net/2022/12/accurx-integrates-with-nhs-app-to-give-patients-front-door-to-gp-services/</a>

HtaggertFor those interested in <a href="https://mstdn.social/tags/Bloodcultures" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#Bloodcultures</a> and <a href="https://mstdn.social/tags/ProcessImprovement" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#ProcessImprovement</a> in <a href="https://mstdn.social/tags/healthCare" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#healthCare</a> here’s the <a href="https://mstdn.social/tags/NHS" class="mention hashtag" rel="nofollow noopener noreferrer" target="_blank">#NHS</a> discussion on improving the Bcx pathway. <a href="https://www.england.nhs.uk/wp-content/uploads/2022/06/B0686-improving-the-blood-culture-pathway--executive-summary.pdf" rel="nofollow noopener noreferrer" target="_blank">https://www.england.nhs.uk/wp-content/uploads/2022/06/B0686-improving-the-blood-culture-pathway--executive-summary.pdf</a>

Wayne Liang, MD MS FAMIASrikant Iyer, Chief <a href="https://med-mastodon.com/tags/Quality" class="mention hashtag" rel="tag">#Quality</a> Officer at <a href="https://med-mastodon.com/tags/childrensatl" class="mention hashtag" rel="tag">#childrensatl</a> <a href="https://med-mastodon.com/tags/EmoryPediatrics" class="mention hashtag" rel="tag">#EmoryPediatrics</a> at IS&T Fall All-Staff Meeting:“Fall in love with the Aim, not with the Intervention.”Hear hear!<a href="https://med-mastodon.com/tags/QI" class="mention hashtag" rel="tag">#QI</a> <a href="https://med-mastodon.com/tags/QualityImprovement" class="mention hashtag" rel="tag">#QualityImprovement</a> <a href="https://med-mastodon.com/tags/PI" class="mention hashtag" rel="tag">#PI</a> <a href="https://med-mastodon.com/tags/ProcessImprovement" class="mention hashtag" rel="tag">#ProcessImprovement</a> <a href="https://med-mastodon.com/tags/undertheseawithIST" class="mention hashtag" rel="tag">#undertheseawithIST</a>

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