Organisational dialouge Essay Example for Free

Organisational dialouge Essay Question 2: A range of authors (e.g. Gerard and Ellinor 2001; Isaacs 1993, 1999; Schein 1993; Senge 1995) suggest that dialogue can positively transform organizational cultures. Do you agree with this assessment? Why? Why not? Engage with relevant academic literature in developing your argument. Student Name: Nguyen Vu Hoang Dung Student Number: 11477445 In organization people spend 80 percent of their time to communicate (The British Psychological Society 2012). Communication is a key tool to share information, foster different opinions and build alignment and trust. According to Gerard Teurfs (1995), the process of dialogue is an invitation to create organization cultures through conversations. It acts as a learning environment that shifting individuals to â€Å"a deeper understanding of collaboration in groups, and a new way of sensing their connections to others throughout the organization† (Querubin 2011, p.19). It brings all the ideas together and suspends judgment so people will have a greater chance to understand each other (Brayman, Grey Stearns 2010). This essay will analyze the role of dialogue in transforming organizational cultures positively and all the benefits it brings. However, it will also examine the challenges of implementing dialogue. Organizational culture includes shared values and beliefs that guide behaviors of all members and determine the way things should be done in the organization (Sergiovanni 1984). Company has its own culture usually indicates higher performance. The role of dialogue is not only to spread the common values and meanings that company wants its employees to follow but also allow everyone to express their own interest. According to Gerard and  Ellinor (2001), the main purpose of dialogue is to produce collective understanding. Firstly, they compared the differences between dialogue and discussion. In discussion, people tend to protect their own thoughts and do not truly concern about other’s opinions and needs. They play as a speaker’s role rather than as a listener. It might leave the remainder out of discussion with frustration, isolation and disrespect. Decisions could be made by the person who has the most power and influence in the group (Gerard and Ellinor 2001). Hence it weakens the aim of enhancing organizational cultures. In contrast, when employees participate in a dialogue, their role as a listener is more important than as a speaker. They desire to hear what others want to say. They try to fit all different perspectives into a common value. Therefore, if issues occur, they listen to deeply understand other’s thoughts and opinions (Gerard and Ellinor 2001). By doing that, employees are getting closer to each other and conflicts are minimized. They help their team or their department to build shared culture. Secondly, Gerard and Ellinor (2001) stated five skills of dialogue including suspension of judgment, listening, reflection, assumption identification and inquiry. They defined the meaning of suspension in dialogue is not to stop one’s judgment about a problem. Instead, they have to aware what their judgments are and â€Å"then holding them lightly so they can still hear what others are saying† (Gerard and Ellinor 2001, p. 7). After listening carefully to other’s ideas, they need to reflect their own assumptions. Therefore, to revising whether those assumptions are linked to the organization or not. If they cannot understand the differences, they must inquire for more information. Hence, this process of dialogue enables each employee to foster different views and converge them together to become one unique aim. Organizational culture is enhanced. In agreement with Gerard and Ellinor, Isaacs (1999) analyzed four principles of dialogue based on Bohm’s research in 1996. They are listening, respecting, suspending and voicing. Firstly, Isaacs had compared listening skill in dialogue to listening to music. He stated a single note of music could not deliver the meaning of the whole song. It is similar to one’s role in a conversation. A single idea is not sufficient to set purposes and  cultures for the whole organization. Hence, dialogue is an excellent practice to give people a chance to listen deeply and get into the nature of the conversation. Secondly, he defined respecting as getting to know more about one person and figure out what sources or circumstances has created their particular thinking. Based on this understanding, people in an organization will pay more respect to each other. The main goal of respecting in dialogue is not to seek decision but to tolerate difference, gap and conflict (Isaacs 1999). The third principle of dialogue, suspending, is determined similar to Gerard and Ellinor (2001). And the last principle Isaacs mentioned is voicing. He suggested people should listen internally so as to select what should say and what should not say in a circumstance. Sometimes keeping silence and listen can achieve the best result. Therefore, the purpose of voicing means people contribute their speech, not only for themselves, but to the whole idea. Overall, these principles are considered having positive effects on organizational learning. They emphasize group and organization achievements rather than an individual accomplishment. In Schein’s study (1993), he described dialogue as â€Å"talking around the campfire† (p. 391). He used â€Å"campfire† as a metaphor to explain how decision is made through dialogue. In the past, people sat around campfire during meeting and shared their own opinions. Arguments would never come up as people just simply expressed their thoughts without any discussion or debate. Through that, they were aware themselves which idea was acceptable and were unacceptable (Schein 1993). This process allowed enough time for each person to listen to a deeper layer of other’s opinions then reflect on their own assumptions. Moreover, Schein introduced the check-in concept. At the beginning of the meeting, each person will respectively contribute his or her ideas, views and feelings to the group as a whole, and therefore, â€Å"has helped to create the group† (Schein 1993, p. 392). Lastly, Schein stressed the limitation of eye contact. This makes people feel ea sier to suspend disagreements and concentrate on listening. Senge (1995) determined dialogue as a facilitator for team learning. Based on his research, team is the key unit to build culture in an organization. By applying dialogue into team learning process, it develops shared vision and  brings result every member truly desires. It also creates teamwork and shares equal leadership to each member in the group. Through sharing a common pool of meaning, culture is positively transforming from individual to group values and beliefs. Although dialogue is proved to have a great effect on organizational culture, there are challenges in implementing it into organization learning system. The first challenge is due to hierarchy level in an organization (Raelin 2012). Dialogue requires equal say and sharing from each member of the organization. However, employees tend to afraid of expressing their true views in front of their managers. They leave decision making to people at higher position. In top-down companies, upper levels of management have full knowledge of desired targets, goals and norms. They have the right and ability to create and change organizational culture. They enforce rules and duties on their employee. They usually do not spend time to listen to individual’s opinion and feeling. Hence, it is very challenging to apply dialogue into this type of business. Furthermore, if the organization involves a cross-culture, that employee come from different culture backgrounds, there is a need for a more lengthy and complicated process of dialogue (Schein 1993). In this type of organization, people use different languages and operate from different mental models. Organization needs to design a dialogue that enables all these people to communicate effectively. Thornhill, Lewis Saunders (2000) also emphasized there is may be a need to â€Å"re-designing of performance appraisal systems and reward systems† and â€Å"the re-definition of job roles to induce employees into accept the new behavior expected from them† (p. 27). Hence it is costly and time consuming. Finally, dialogue may not be suitable to apply to all organizations cultures in the world. For example, Western culture is different from Eastern culture. As dialogue encourage the limitation of eye contact (Schein 1993), people from the West will consider this as impolite or even disrespectful (Spindler 1990). In addition, in Western countries people prefer confrontation whereas Eastern people prefer to say what they feel most  appropriate in this circumstance or least hurtful to the others (Schein 1993). Therefore, dialogue must be selective so it is suitable for each particular organization. In conclusion, dialogue has played a key role in positively transforming organizational culture. It acts as a learning environment that shifts individual to group thinking. It leads each employee to recognize the essential of collaborating in a group. Querubin (2011) demonstrated that dialogue enables members to â€Å"become open to diversity and lose an â€Å"us vs. them† paradigm so prevalent in task-oriented cultures† (p. 19). Hence, group achievement is more important than individual accomplishment. Moreover, dialogue includes suspending of judgment, listening, respect, reflection, assumption and voicing. Through all these principles, dialogue creates collective understanding and leads all members of the organization to higher commitment. However, the implementation of dialogue still faces several challenges, including hierarchy levels, time consuming and different cultural backgrounds. Therefore, selective approach of dialogue must be considered to apply to specifi c organization. REFERENCES Bohm, D. 1996, On Dialogue. Ed. Lee Nichol, Routledge, London New York. Brayman, J., Grey, M. Stearns, M. 2010, Taking Flight to Literacy and Leadership, Rowman Littlefield, viewed 16 December 2010, Ellinor, L. Gerard, G. 2001, Dialogue at Work: Skills at Leveraging Collective Understanding, Pegasus Communications, Waltham, MA. Ellinor, L. Gerard, G. 2001, Dialogue at Work: Skills at Leveraging Collective Understanding, Pegasus Communications, Waltham, MA, pp. 7. Gerard, G. Teurfs, L. 1995, Dialogue and Organizational Transformation, 1st edn, Sterling Stone, Inc., San Francisco. Isaacs, W. 1999, Dialogue and the Art of Thinking Together: A Pioneering Approach to Communicating in Business and in Live, Currency, New York. Querubin, C. 2011, ‘The effect on the organization’, Dialogue: Creating Shared Meaning and Other Benefits for Business, pp. 19, Raelin, J. 2012, ‘Dialogue and deliberation as expressions of democratic leadership in participatory organizational change’, Journal of Organizational Change Management, Vol. 25. Schein , E. H. 1993, On dialogue, culture, and organizational learning . Organizational Dynamics, pp 391-392. Senge, P. M. 1995, The spirit of personal mastery, MN: Charthouse International Learning Corporation, Burnsville. Sergiovanni, T. 1984, ‘Leadership and excellence in schooling’, Educational Leadership Journal, vol. 4. Spindler, G. 1993, The American Cultural Dialogue and Its Transmission, Psychology Press, The British Psychological Society 2012, Dialogue: How to create change in organizations through conversation, viewed 14 May 2012, http://www.bps.org.uk/events/dialogue-how-create-change-organisations-through-conversation-1 Thornhill, A., Lewis, M. Saunders, M. 2000, Managing Change: A Human Resource Strategy Approach, Prentice Hall, London.

An Organizational Study of The United States Air Force :: Business Organization Research

The United States Air Force faced a leadership vacuum with the resignation of Air Force secretary James Roche and his Undersecretary Peter Teets. The Pentagon decided to take over of the buying decisions for the Air Force since they believed that there was no one who was in the position to take on the responsibility. The Department of Defense is now taking in charge to support and to assist the Air Force Command by overseeing and providing advice on important Air Force programs during a time of transition. It was clarified however that within the next six months, a new Air Force Secretary will be appointed. At present though, the Air Force is under the temporary command of Lt. Col. Michael Rodriguez (http://money.cnn.com/2005/03/28/news/fortune500/pentagon/). All organizations whether it be in the business industry, socio-civic, private or government-regulated face the challenge of running the whole system according to the principles as well as the goals and objectives of the system. The organization normally is confronted with how it will operate accordingly to meet the expectations and put up with the responsibilities and duties of the members as well as the departments that make up the whole system. The changes in the surroundings of the workplace in the internal as well as in the external environment and affairs make influence the overall operations of the structure. The military is not an exemption in this regard even for the fact that the defense team of a country undergo regulations that are very systemic and defined. There are internal as well as external affairs, issues and problems that should be attended to in order for the whole organization to function fully and provide the necessary outputs being demanded. That i s why it is interesting to look at a certain military arm experience a challenge of change in the system to be able to fit in the constantly changing global and wide social context on which it operates. Air Force Organizational Structure Just like other organizations, the United States Air Force is composed of complicated and systematic divisions. The people in this particular service are classified not just according to ranks. Since the recruits in this defense arm came from different state with varying cultural orientation, it is but expected that the people in this service are also diverse.

Managing & Enhancing Care in Rapidly Changing & Complex Situations Leadership Essay

Introduction to the folder of Evidence This assignment is an analysis of my leadership development though my training, and to assist me to adapt from a student nurse to a staff nurse confidently. This, along with an action plan (appendix 1) is completed though out my module 8 placement in accident and emergency. My leadership skills are developed by shadowing my mentor whilst she is in charge of shifts for 3 weeks, as well as accurately and confidently handing over patients to other members of the multi-disciplinary team. In this setting, skills such as communication, decision making, prioritising care and time management are necessary, therefore this placement has assisted me in developing those skills. This assignment relates to learning outcome 2-Utilise a range of therapeutic approaches and problem solving skills when planning, implementing and evaluating care to enhance quality of life for patients and carers, 3- Utilise effective coaching skills in the support of patients, carers and less experienced colleagues, and 4- Analyse and develop professional care, management and leadership roles within the context of multidisciplinary and collaborative care delivery in meeting health and social care needs for patients with increasing levels of dependency. (MSG, 2011) I will develop my leadership skills by shadowing her whilst she is triaging patients, in charge of shifts, and when she is handing over, along with accurate communication skills. Though out the placement, I will gain feedback from my mentor on my progress in order to help me to achieve sufficient leadership skills. Introduction The aim of this reflective account is to analyse leadership skills that have been developed throughout my module 8 placement in Accident and Emergency. I will debate the motives for my choice of actions, and evaluate the extent which it has enabled me to improve my leadership skills. I will discuss what I have discovered about my leadership skills, how I’ve developed as a leader, and what effect this has on the care given to my patients. This assignment, in collaboration with the practise assessment document, will assist me in identifying skills developed, with significance to learning outcomes 2, 3, and 4. The identified skills along with leadership literature will be evaluated using the Gibbs Reflective Cycle (1988) which comprises of description, feelings, evaluation, analysis, conclusion, and action plan. There are many definitions of leadership, such as being a ‘’function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential ‘’. (Bennis, 1959), ‘Leadership involves the use of interpersonal skills to influence others to accomplish a specific goal.’ (Sullivan and Garland, 2010). All of these definitions gave me a great idea of leadership, and allowed me to choose an aspect of leadership skills within my placement. This allowed me to focus on my leadership skills whilst making decisions in the clinical setting. Clinical decision-making is a process that nurses undertake on a daily basis when they make judgements about the care that they provide to patients and management issues. (Banning, 2007). NMC 2008 states that you must ‘‘Provide a high standard of practice and care at all times’’. This reflective account is also based on my leadership skills whilst leading handover. Clinical handover refers to the transfer of information from one health care provider to another when a patient has a change of location or venue of care, and/or when the care of/responsibility for that patient shifts from one provider to another (ACSQHC, 2005). The NMC (2008) states that ‘’you should be aware of, and develop, your ability to communicate effectively within teams. The way you record information and communicate is crucial. Other people will rely on your records at key communication points, especially during handover, referral and in shared care.’’ Stage 1: Description of the event Decision making plays an important role in the A&E department. This determines the care each patient receives. My mentor asked me to triage a patient in the minors department. No names are mentioned in this piece in order to respect dignity and privacy as stated by the NMC (2008). I began to triage a 29 year old female who presented with abdominal pain and vaginal bleeding. This patient was 7 weeks pregnant. As I was assessing the patient I noticed that she was hypotensive at a blood pressure of 95/65. Following this, I informed my mentor of my patient and my findings. Following a discussion with my mentor, we decided that this patient was high priority. Whilst my mentor inserted a cannula and took bloods, I was given the responsibility of allocating the patient to a bed. Following the discussion with my mentor, I felt that it was necessary to place the patient in majors, and on a monitor bed. As this was being put into action, my mentor and I noticed that all monitored beds were tak en up. I then had to liaise with the nurse in charge to decide if all patients on the monitored beds were required to stay on monitors. After organising a monitor bed for the patient, I then bleeped the gynecologist on call for further advice. After the patient was assessed by other members of the multi-disciplinary team, it was decided that the patient was to be admitted for further tests, as the gynecologist was querying an ectopic pregnancy. My mentor then allowed me to liaise with the bed manager to organise a bed on a suitable ward for the patient. After a bed was arranged, I then escorted the patient to the ward and gave a full handover to the nurses under my mentors supervision. Handover is another very important aspect of communication in the clinical setting, as it ensures the correct information is given to the nurse, and therefore, care for the patient will be organized accurately. Stage 2: Feelings When my mentor allocated me to triage patients, I felt that I was given a lot of responsibility. Porterfield (1999) states that empowering employees is an important part of employee development and can in turn produce a higher level of employee satisfaction. I questioned my ability to assess to as I was not used to this level of responsibility. I mentioned this to my mentor and she reassured me by discussing what assessment tools to use, and  mentioning that she and the rest of the nursing team were there for any guidance throughout the assessment. Once the patient was assessed and allocated to majors, I felt quite confident in my decision making skills. My mentor mentioned that I had triaged the patient successfully and competently and this was very reassuring. As I continued care for the patient, I became to feel more confident in the care I was providing. After a clinical decision was made and the patient was to be handed over to the nursing staff on the ward, I felt slightly nervous in regards to ensuring the correct and accurate information is being given to the staff, as well as the essential information in regards to the patient. As I proceeded to begin handover, I became more confident as I had been with this patient since the beginning, and had a good insight to the care that was given and the care that was to be given. I gave the nurses a full handover in regards to the patient, including what examinations were carried out and the results of the examinations, and what the patient is required in order to keep comfortable. I also mentioned that this was the patient’s first pregnancy and reassurance is vital. Following handover, my mentor gave me feedback on how I handed over the patient. We discussed my communication skills, and my mentor mentioned that I gave an accurate and well-spoken handover, and mentioned all relevan t information in regards to the patient. After receiving that feedback, I felt that my style of leadership tailed was transformational. Stage 3: Evaluation Leaders are often described as being visionary, equipped with strategies, a plan and desire to direct their teams and services to a future goal (Mahoney, 2001). Decision making is a fundamental element of nursing, and is essential to understand. (Reilly, 2003). By my mentor allowing me to make clinical decisions on patient care, leadership skills whilst making decisions were put into practice. With the support of my mentor and all the staff, I was able to analyze clinical situations and make a decision based on best practice, as well as evidence based practice. By gaining feedback from peers, it allowed me to evaluate how effective my decision making and communication skills were. Communication can be identified as a vast field with the nursing setting. (Donnelly and Neville, 2008). Throughout handover, my delivery of information was accurate and precise, and the level  of communication between the nursing staff receiving handover from I was approached to in a professional manner. I feel that, throughout the experience, my confidence levels were low and adverse. Dao (2008) states that self-confidence is the fundamental basis from which leadership grows. Although, I received positive feedback from peers, being given such important tasks made me doubt my competency as a nurse. Stage 4: Analysis The Gibbs et al (1988) reflective model encourages the analysis stage to break down the event into its components so they can be explored separately. In order to analyze, becoming aware of the variety of learning theories and styles will assist in evaluating. Timmins (2006) states that critical analysis should analyse current practice along with examining the research base of practice and exploring theories that update nursing. I feel by exploring various leadership styles, I achieved this throughout my placement. An effective leader should be able to adopt, either consciously or unconsciously, various leadership styles in various situations (Bennett et al. 2010). By approaching the range of leadership theories, I feel that I have obtained the transformational leadership technique. Transformational leadership style is made up of 4 elements, Idealized influence, Inspirational motivation, Intellectual stimulation, and Individual consideration. In comparison, Transactional leadership style is made up of 2 elements, Contingent Reward and management by exception. Aarons (2006) states transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges. I feel that I built a professional relationship with not only my mentor, but with other colleagues in the department, and had the support necessary to assist me in making decisions and handing over. In terms of patient’s safety, accurate decision making and hand over is an essential. The NMC (2008) states that you must ‘’provide a high standard of practice and care at all times’’. By obtaining a transformational leadership style, this ensures that whilst decision making, that all decisions are made with rationale and in the best interest of the patient. When handing information of care of patients over to colleagues, effective co-ordination and communication is essential. Clinical decision-making is a complex activity that requires practitioners to be knowledgeable in relevant aspects of  nursing, To have access to reliable sources of information and appropriate patient care networks and to work in a supportive environment. (O’Neill, Dluhy & Chin, 2005). However, although being supervised whilst making decisions and handing over, I was expected to do these tasks independently and professionally, and based on the best interest of the patient. This allowed me to gain further insight to the transition of student nurse to staff nurse. Stage 5: Conclusion In conclusion I feel the time I spent working within the Accident and Emergency team facilitated greatly in assisting me to develop my leadership skills. The stated event reflected best shows how I incorporated two aspects of my new leadership skills. I feel by studying the styles and skills involved in leadership I gained a good knowledge of leadership styles which I presented during my time here. I received feedback from my mentors and colleagues in regards to the skills, which have given me confidence to practice these skills in the future as a staff nurse. I have come to realise that a variety of leadership styles of leading best work in a hospital setting. In the future I will strive to further develop my leadership skills. Stage 6- Action Plan I plan to continue developing my leadership skills by observing and taking part in handover throughout the rest of my placements. I also hope to continue developing my decision making skills by shadowing my mentor and other colleagues throughout triaging and deciding patient care. As a self-regulated learner, I plan to gain feedback from both mentors and colleagues and focus on areas of further development. REFERENCES Aarons, G. (2006). Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice. . 57 (8), 1162-1169. ACSQHC- Passing the baton of care – a patient relay – May 2005. Available. http://www.sswahs.nsw.gov.au/pdf/policy/gl2007002.pdf. Last accessed 17 May 2012. Banning, M. (2007). A review of clinical decision making: models and current research. J. Clinical Nursing. Available at http://bura.brunel.ac.uk/bitstream/2438/1395/1/2005-0319%20R2.pdf. Accessed 26 May 2012. Bennett, C., Perry, J., Lapworth, T. (2010) Leadership skills for nurses working in the criminal justice system. Nursing Standard. 24 (40), p.35-40. Bennis WG (1959) Leadership Theory and Administrative Behavior: The Problem of Authority. Admin Sci Q 4(2): 259–301 Bennis W. (1999). The Leadership Advantage. Available: http://www.hr-newcorp.com/articles/bennis_Leaders.pdf. Last accessed 26th May 2012 Dao, F. (2008). Without Confidence, There is No Leadership. Available: http://www.inc.com/resources/leadership/articles/20080301/dao.html. Last accessed 29 May 2012. Donnelly, E, Neville, L. (2008) Communication and Interpersonal Skills, p4 Reflect Press Ltd Publishing. Gibbs, G. (1998) Learning by doing: a guide to teaching and learning methods. Oxford centre for staff and learning development. London Further Education Unit. Polytechnic, Oxford Mahoney, J. (2001) Leadership skills for the 21st century. Journal of Nursing Management; 9: 5, 269-271. Nursing and Midwifery Council (2008) The Code: Standards of Conduct, Performance and Ethics for Nurses and Midwives. www.nmc-uk.org O’Neill, E.S., Dluhy, N.C. & Chun, E. (2005). Modelling novice clinical reasoning for a computerised decision support system. J. Advanced Nursing, 49, 1: 68-77 Potterfield, Thomas A. (1999) The Business of Employee Empowerment: Democracy and Ideology in the Workplace. Westport, CT: Greenwood Publishing Group. Riley, M. E. (2003), Removing chest drains – a critical reflection of a complex clinical decision. Nursing in Critical Care, 8: 212–221. Sullivan EJ, Garland G (2010), Practical Leadership and Management in Nursing. Pearson Education Limited,Harlow T immins, F. (2006) Critical practice in nursing care: analysis, action and reflexivity. Nursing Standard, 20 (39), p.49-54.

Chemical Equibrium in Solution #3 Essay - 2020 Words

Table of Contents Abstract 1 Introduction 1 Experimental Method 2 Results 5 Discussion 8 References 8 Appendix 9 Chemical Equilibrium in Solution Ginger Rimestad 10 December 2005 Abstract The experiment, Chemical Equilibrium in Solution, makes use of a titration of a heterogeneous solution. This is done in order to find the distribution of molecular Iodine, I2, as the solute between two immiscible liquid phases, water and a hexane solution. The average values obtained for (I2) = 6.11E-06 M, (I-) = 0.1097, (I3-) = 2.82E-04. The results that were found in this experiment show an inaccuracy. This may have been due to the third run in†¦show more content†¦Distribution constant is not a true thermodynamic equilibrium constant. This is determined by titration of both phases with the standard thiosulfate solution when I2 is distributed between hexanes and pure water. II. Experimental Method The experimental method was similar to the experiment that is described in the textbook (Experiments in Physical Chemistry, 7th ed., Exp. 12[1]). The experiment was modified as follows: Instead of using carbon tetrachloride, hexanes were used instead. This is due to hexanes not being as harmful to use and similar results can be obtained. The first thing that was accomplished was to measure the distribution constant, k, defined by k = (I2)w (2) (I2)h The iodine is represented in two phases. The hexanes is represented by , h, and the aqueous phase is represented by, w, in Eq. 2. The quantities for each run is given in Table 1 (runs 1 to 3). The values used for this calculation is found in the results section in Table 6. Each run is a different Molarity of I2 to check the variation of the distribution constant with the concentration. The Erlenmeyer flasks that contained the solutions were equilibrated at 25ËšC, after shaken for 5 minutes. The flasks were yet again shaken for 5 more minutes, after being in the thermostat bath for 10 minutes, and yet placed again in the bath for another 10 minutes. This is to allow the liquids to separate out completely. The flasks,