Topic: How to design and implement self-managing teams in traditional care organisations
Day: Thursday 22 October 2020
Time: 1:30pm-1:50pm AEDT
Over the last few years, many personnel from the Australian aged and disability care sectors have been introduced to exceptional care models where highly skilled staff work in self-managing teams. Examples include Buurtzorg from the Netherlands and the UK-based Wellbeing Teams.Over the last few years, many personnel from the Australian aged and disability care sectors have been introduced to exceptional care models where highly skilled staff work in self-managing teams. Examples include Buurtzorg from the Netherlands and the UK-based Wellbeing Teams.
“Buurtzorg is a highly successful home care organisation. They have made headlines around the world for their innovative use of independent nurse teams in delivering high quality care with relatively low costs”, according to the Buurtzorg website.
But how can a traditional bureaucratic care organisation with a low-skill, low-wage business model be transformed into a highly productive enterprise that provides outstanding quality of care where the basic unit of work is the self-managing team?
One efficient and effective process to successfully achieve this transformation is known as the Participative Design Workshop (PDW). It is a proven and reliable change management method that has been specifically developed to change an organisation’s design principles – that is, from a slow moving, costly bureaucracy to a high performing team-based organisation.
Key to the PDW’s success is that it does not rely on an expert design team. During a PDW, management and staff are given collaborative tools and concepts, so they can work together to redesign their own workplace to improve customer quality of care and business financial performance.
This presentation will introduce you to the PDW and its key components. They include: – • The bureaucratic and self-managing team organisational design principles and their key characteristics• The affect they have on employee motivation and wellbeing• Resources required to change an organisation’s design principle• Several recent case studies including the redesign of a national disability care provider
At the conclusion of this presentation you will be able to make an informed decision about whether to further explore the benefits of changing your organisation’s design principle to one based on self-managing teams.
Since establishing AMERIN Pty Ltd in 1993, Peter has worked with many Australian and overseas organisations, from both the private and public sectors, to help them change their organisational design principles to significantly improve employee engagement, innovation, and organisational performance.
Peter is a member of the ‘Global Network for SmarT Organization Design’, which is an international community of academics and practitioners that encourages collaborative (action) research and documentation to create humane and productive work systems for today’s rapidly changing and unpredictable world.
As a member of this network, Peter delivered a pre-recorded presentation for the 80th Annual Meeting of the Academy of Management, held virtually from 7-11 August 2020. The theme of his presentation was how to design highly cooperative organisations for a sustainable future. This prestigious event attracted more than 7,000 members, who came together to broaden the way they “see” management and their organisations.