healthy and innovative organizations - deguerre
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Implications for Organizational Effectiveness and Employee Mental HealthTRANSCRIPT
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Designing Healthy and Innovative Organizations
Implications for Organizational Effectiveness and Employee Mental Health
Don de GuerreConcordia University, Canada
Adapted from Emery,, 2006 and de Guerre, 2006
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Designing Healthy Innovative Organisations
• Brief overview of the results from a 2006 joint Canadian and Australian ‘Mental Health in the Workplace’ research project.
• Identification of the critical factors leading to improved mental health and high levels of organisational innovation.
• Strategic imperatives to improve organisationalcompetitiveness.
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Research based approach
Diagnostic questionnaire• All questions previously piloted in various
research projects• Comprehensive list of questions for all
influences on• Motivation,• Innovation• Productivity and• Mental health
• Able to scientifically map causal links betweenkey factors and company performance
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‘Mental Health in the Workplace’
• Consortium of researchers and organisations• Partners in Canada & Australia • AMERIN Pty.• Department of Applied Human Sciences
Concordia University in Montreal• CIHR grant (Canada only)
• The most recent and up to date researchon STS and organisational effectiveness
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‘Mental Health in the Workplace’
Research Design:• Pre- & post-intervention test of Mental Health,
Demographic & organisational factors
• Intervention: to change organisational designprinciple from
• First design principle (DP1) which gives dominant hierarchy (bureaucratic, authoritarian structure) to
• Second design principle (DP2) which gives non dominant hierarchy based on peer negotiations
• Therefore,• equal, symmetric relationships in a participative
democratic structure
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Four Organizational Types
Re-organization
Re-structuringDemocratic (DP2)
Bureaucratic (DP1) LF & TLC
Democratic Structure
Un-democratic Structure
Un-democratic Process Democratic Process
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Most popular options
• Work as individuals but have to coordinate with othersto achieve collective goals (37.9%), most in Australia(48.1%)• Teams with leaders (37.3%), most in Canada (43.8%.)• Team spirit (7.9%)• No teamwork (6.4%)• Teams without leaders for short term projects and/orproblem solving (5.8%)• Teams without leaders have responsibility for meeting allagreed team goals (4.8%)
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Major hypothesis:
• Better Mental Health after intervention than before
• Shift from:• lower to higher levels of responsibility in workforce
• lower to higher control of work by employees
• unequal & asymmetric power relations to equal &symmetric ones
• lower to higher employee engagement andbetter company performance
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‘Mental Health in the Workplace’
Also predict:• Equality will produce more positive affectsthan inequality (DP1, r = -.33; DP2, r = .46)
• Positive affects correlate with• Motivation (.59)• Mental health (.38)• Innovation (.33) and Productivity (.26)• Accountability (.32)• Low absenteeism (.29)• Good relations and trust (.44)
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‘Mental Health in the Workplace’
Therefore the objectives are to:
• Produce healthier workplaces & people
• Produce higher innovation and productivity
• Through intervention (PDW) designed to produce• greater responsibility for coordination & control• more equal & symmetric relations• more positive affect
• Test the effect of interventions on MH, ‘before’ & ‘after’• determine the contribution of risk amplifiers & attenuators
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Results
• Same set of factors produce
• Innovation• Productivity• Mental health
• Therefore, what is good for the organization isalso good for the people – no conflict
• Cascading series of causes from design principle to outcomes
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High level causal path analysis
Outcomes
Enabling conditions
Basic conditions
Design principles and structures
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High level causal path analysis
Not DP1 DP2 Not Laissez-faire
Design Principles & Structures
Intrinsic motivators (6 psychological criteria
Basic Conditions
Motivation / Positive affects / Conditions for innovation / Good relations and trust / Intellectual satisfaction Not negative affects
Enabling Conditions
Productivity Mental HealthInnovation Low sick days
Outcomes
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Break Out of Determining Cluster
DP2 IntrinsicMotivators
Motivation Innovation &Productivity
MentalHealth
Low DP1
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Six Criteria for Productive Human Activity Total Scores
05
101520253035404550
% % % %
DP1 DP2 LF TLC
Low total scores on 6criteria
High total scores on 6criteria
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Elbow Room or Autonomy in Decision Making
0
10
20
30
40
50
60
70
80
% % % %
DP1 DP2 LF TLC
too little & far too little
just right
too much & far too much
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Room to Set Goals
0
10
20
30
40
50
60
70
80
% % % %
DP1 DP2 LF TLC
too little & far too little
just right
too much & far too much
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Motivation
0
10
20
30
40
50
60
70
80
90
DP1 DP2 LF TLC
Don't like it or hate it
Like it or love it
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Total Positive Affects
0
10
20
30
40
50
60
% % % %
DP1 DP2 LF TLC
Low
High
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Total Negative Affects
05
101520253035404550
% % % %
DP1 DP2 LF TLC
Low
High
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Creative Working Mode
0
5
10
15
20
25
% % % %
DP1 DP2 LF TLC
Low
High
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Fight/Flight Dynamics
0
10
20
30
40
50
60
% % % %
DP1 DP2 LF TLC
Low
High
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Dependency Dynamics
0
5
10
15
20
25
30
35
40
% % % %
DP1 DP2 LF TLC
Low
High
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Trust and Quality of Relationships
05
101520253035404550
% % % %
DP1 DP2 LF TLC
Low
High
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Intellectual Satisfaction
05
101520253035404550
% % % %
DP1 DP2 LF TLC
Low
High
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Accountability
0
10
20
30
40
50
60
% % % %
DP1 DP2 LF TLC
Weak & very weak
Strong & verystrong
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Sick Days
0
5
10
15
20
25
30
35
40
% % % %
DP1 DP2 LF TLC
None
More than 6
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Innovativeness
0
5
10
15
20
25
30
35
40
45
% % % %
DP1 DP2 LF TLC
Extremely & verylow
High, very high &extremely high
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Productivity
0
5
10
15
20
25
30
35
40
% % % %
DP1 DP2 LF TLC
Low, very &extremely low
Very & extremelyhigh