HLSC605 Module 4: Activity 3 by Sue Gledhill https://padlet.com/sue_gledhill/jq6zc2cl105x Discuss the following with your peers on Shareboard - in relation to organisational learning being a multilevel shared process, what does this mean to you? How could it apply to your organisation? en-us 2016-07-11 05:15:54 UTC 2016-10-07 21:24:13 UTC hello@padlet.com Hello Sue https://padlet.com/sue_gledhill/jq6zc2cl105x/wish/128619022
I have recently read an older but interesting article by Bloor (Director of Social Work and Welfare RGH, SA) (1999) and I will refer to the section talking about total quality management (TQM) in health care. Bloor indicates that other professionals such as administration and other health professionals have begun to gain greater influence within health care than that of the medical profession. Bloor reports that since doctors determine 80% of the care giving activities of other staff they should be not only included in TQM but be in a leadership role. This appointment would then provide the doctors with trust in TQM and see them incorporate TQM tools into their skill set. Bloor indicates that this may cause opposition as this could be seen as symbolic of the patriarchal medical dominance of yesteryears. While this doesn't look specifically at multi-level sharing, this does discuss the concept of multidisciplinary sharing that can also impact on the culture within the learning organisation. As such Bloor proposes that training teams in people skill at this may improve TQM and sharing of leadership.

Amanda

Bloor, G. (1999). Organisational culture, organisational learning and total quality management: A literature review and synthesis. Australian Health Review, 22(3). 162-179.
 ]]> 2016-10-05 19:09:37 UTC https://padlet.com/sue_gledhill/jq6zc2cl105x/wish/128619022 Multi-level Share Process https://padlet.com/sue_gledhill/jq6zc2cl105x/wish/129251541 I may be approaching this from the wrong direction but I would suggest a multi-level shared process would mean the sharing of information from the CEO/Director down to the employees. I also think their needs to be a balance, as information overload can be stressful. Most information does not need to be shared, however knowing what does and what does not I think is a clear indicator of leadership qualities. An example can be learning from what does not go well in the organisation and having various ways of communicating this, which is inclusive of all staff. Accountability and transparency when crisis occurs so that all team members participate, which can diffuse the culture of blame where people are fearful and don’t engage in the process.
I have worked in organisations where there is a culture of silence around any crisis involving people. This can negatively influence organisations by not being transparent and not learning from the situation. I also think this can have a negative effect on future crisis with staff not reporting issues as it could be seen that nothing is done when there is a lack of transparency and communication. One comment I hear in the workplace is "nothing ever changes". Evaluating and learning from a crisis is an important feature of adapting after the crisis. The performance indicators include communication, addressing the root cause of the crisis, leader and team effectiveness and effectiveness in dealing with victims and family members (Lussier, & Achua, 2016, p.436). The importance of this post-crisis evaluation is learning from the crisis to improve effectiveness if this was to happen again. I can see now how important leadership is when a crisis occurs as without genuine leaders crisis would be very difficult to manage. This means leadership qualities are everyones responsibility. Kerry
 
Lussier, R. N., & Achua, C. F. (2016). Leadership: theory, application, & skill development (6th ed.). Boston, MA: South-Western/Cengage Learning.
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