Uncovering Organizational Intelligence: Understanding the Structure that Drives Best Practices Dynamics

1. Helping to uncover Organizational Intelligence: Understanding the Structure that drives the Dynamics of Best Practices. A theoretical and empirical Approach: Multiple Cases October, 2001 Ignacio J. Martinez Decision and Policy Sciences Modeling and Simulation Track System Dynamics Group University at Albany

3. Interesting Questions • Who gets to say what practices are the “best” practices, when, and how. • How do these practices “make it” to become in-practice best practices and eventually “standard” practice. • If a certain practices “evolves” into a best practice and then into standard practice who gets to govern it(them) and how? (and perhaps enforce them if necessary?)

4. Best Practices: A constructivist approach A Professional Organization case. (System Dynamics Society) Best Practices: An implementation approach A small private health service case. (Adirondack Oral & Maxillofacial Surgery) Best Practices: A structural approach Theory building Best Practices: A standard making approach The establishments of international standards in the regulation of financial markets Projects

5. General View Governing Structure Legislative Regulatory Committee Regulatory Agency Regulatory Area in Financial Institution Regulatory Area in Org Operational Area in Org Traders

6. Model Sectors of Best Practices Model(Knowledge1)

7. Best Practices Model

8. Importance • Best Practices • How are they generated • Who gets to pick them • Why do they pick them and how • How are they implemented • How are they transferred across organizations and sectors. (public, private, professional, industrial, services, etc)

9. Modeling the Impact of Knowledge-Based Innovations (Best practices implementation)in the Health Care Sector A Small Health Care Practice Case: Adirondack Oral & Maxillofacial Surgery

10. Behavior… Stress Reputation And Trust Workload Perception Of Quality Motivation t

11. Purpose… • This study is set up to generate an endogenous dynamic theory of the behavior of a small health care practice centered in innovations implementation, customer value, service quality, and community relationships.

12. Questions to be answered • 1.What systemic structure is conditioning the behavior of the system? • 2.Does the structure that we have right now can deliver what we want in the future? • 3.What future can we expect if we do nothing but the same?

13. Methodological Approach • The health care model will be approached using SD (System Dynamics) as the base approach to generate a dynamic hypothesis of the behavior and the University at Albany’s Group Modeling Techniques will be used.

14. Overview of the System Dynamics Modeling Approach[Adapted from (Richardson and Pugh 1981)]

15. Products to generate • 1.Structural Understanding of the elements that causes the behavior of the practice. • 2.Dynamic Understanding of the practice. • 3. A transitional learning object to connect efforts across the organization and to enhance the practice’s strategic planning capabilities through policy testing.

16. Operations Community • Administrative and operational standards • Capacity • Quality of Service • Resource Load Balance • Patients • Families, relatives, and friends • Referring Doctors • Insurance Companies • Professional Assoc. • Reputation and trust • Brand recognition Knowledge-Based Innovation Projects Financial • Change Programs • Administrative improvement • Doctors involvement • Intensity of projects • Intelligence generation Human Factor • Cash flow • Investments • Profitability • Sustainability • Administrative staff • Doctors • Skills & Knowledge • Stress & Motivation • Training • Performance Measurement System • Culture

17. Model

18. Visually and emotionally understand the interconnectedness of the system. Generate a shared vision of the structure and purpose of the practice. Express their perceptions of how their work affects to the whole. Expectations for the future

19. Accomplishments • Employee awareness of their individual impact has increased. • General impact captured in the first model. • Behavior generated useful to identify the important sectors up to now.

20. Future Directions • What to explore further? (In group) • Dynamics (Behavior) • Structure • Grow the scope • Grow the detail • Data • Soft. Qualitative assessment • Hard. Quantitative measurements

21. Best Practices: A constructivist approach A Professional Organization case. (System Dynamics Society) Best Practices: A standard making approach The establishments of international standards in the regulation of financial markets Best Practices: A structural approach Theory building Best Practices: An implementation approach A small private health service case.(Adirondack Oral & Maxillofacial Surgery) Projects

22. International Professional Organization International Services Organization Theoretical Model Empirical Model of Implementation Pieces…

23. How to uncover Organizational Intelligence:Understanding the Structure that drives the transformation of Best Practices into Standards of Practice. (??)Assumption: Assuring (through standards) that the organization practices (doing) the “best” practices (knowledge) closes the knowing-doing gap and leads to intelligent behavior influencing successful outcomes. A possible new approach?

24. Uncovering Organizational Intelligence:Understanding the evolutionary nature of Standards of Practice. Another new approach?