Browsing by Subject "Change management"

Now showing 1 - 3 of 3
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    Impact of Mobile Broadband Data Access on Police Operations: An Exploratory Case Study of One Medium-Sized Municipal Police Department
    (2014-02) Carter, Jeremy G.; Grommon, Eric; Frantz, Fred
    As used in this study, “mobility” refers to “an inherent ability to move about,“ and “mobile computing” is a generic term that refers to the functional capabilities possible for end users as they complete tasks from various physical locations. “Broadband” refers to the relatively wide bandwidth characteristics of the wireless transmission medium and its corresponding ability to support multiple users and/or transport suitable quantities of data. “Mobile broadband” is used as a generic term to collectively refer to both terms in the context of the aggregate capabilities made possible through their use compared to other available mobile solutions and/or data. This study notes the lack of public-safety access to wireless broadband data, given resource limitations and a lack of independent evidence that would justify procurement of such technologies for police work. The current study’s deployment and assessment of this technology involved its use by the Brookline Police Department (BPD). Overall, the semi-structured interviews suggest that the wireless broadband technology was implemented with minimal difficulties and produced a number of perceived benefits for the BPD. The most direct benefit was the ease with which departmental technologies could be managed. Additional benefits were associated with increased access to timely information, increased information flow, and increased quality of reports. Structured interviews indicated that a few weeks of training sessions and ongoing informal bulletin and email disseminations were needed to overcome skepticism about the transition to wireless broadband. Most of the uniform personnel did not oppose the implementation nor did they perceive that the department was opposed to the transition. 39 tables, 3 figures, 93 references, and appended methodological details and supplementary data.
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    Longitudinal faculty development to improve interprofessional collaboration and practice: a multisite qualitative study at five US academic health centres
    (BMJ, 2023-04-18) Rider, Elizabeth A.; Chou, Calvin; Abraham, Corrine; Weissmann, Peter; Litzelman, Debra K.; Hatem, David; Branch, William; Medicine, School of Medicine
    Objectives: Interprofessional (IP) collaboration and effective teamwork remain variable in healthcare organisations. IP bias, assumptions and conflicts limit the capacity of healthcare teams to leverage the expertise of their members to meet growing complexities of patient needs and optimise healthcare outcomes. We aimed to understand how a longitudinal faculty development programme, designed to optimise IP learning, influenced its participants in their IP roles. Design: In this qualitative study, using a constructivist grounded theory approach, we analysed participants' anonymous narrative responses to open-ended questions about specific knowledge, insights and skills acquired during our IP longitudinal faculty development programme and applications of this learning to teaching and practice. Setting: Five university-based academic health centres across the USA. Participants: IP faculty/clinician leaders from at least three different professions completed small group-based faculty development programmes over 9 months (18 sessions). Site leaders selected participants from applicants forecast as future leaders of IP collaboration and education. Interventions: Completion of a longitudinal IP faculty development programme designed to enhance leadership, teamwork, self-knowledge and communication. Results: A total of 26 programme participants provided 52 narratives for analysis. Relationships and relational learning were the overarching themes. From the underlying themes, we developed a summary of relational competencies identified at each of three learning levels: (1) Intrapersonal (within oneself): reflective capacity/self-awareness, becoming aware of biases, empathy for self and mindfulness. (2) Interpersonal (interacting with others): listening, understanding others' perspectives, appreciation and respect for colleagues and empathy for others. (3) Systems level (interacting within organisation): resilience, conflict engagement, team dynamics and utilisation of colleagues as resources. Conclusions: Our faculty development programme for IP faculty leaders at five US academic health centres achieved relational learning with attitudinal changes that can enhance collaboration with others. We observed meaningful changes in participants with decreased biases, increased self-reflection, empathy and understanding of others' perspectives and enhanced IP teamwork.
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    Shifting Course, Managing Change: Transitioning to a New Resource Acquisition Model
    (2020-03-10) Baich, Tina; Macy, Katharine V.; Miller, Willie
    Do you need to shift course in your collection strategies? Come learn how one academic library is transitioning to a new resource acquisition model and managing change using the tools of communication and assessment.