Successful implementation of self-managing teams

Wilke Weerheim, Lisa Van Rossum, Wouter Dirk Ten Have

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

Purpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach: This qualitative case study is executed by analysing 18 interviews within two self-managing teams in a mental health-care organisation located in the Netherlands. A coding process is executed in two steps. The first step is open coding, to make small summarising notes within each interview section. The second step is refocused coding, where the open codes were collected, categorised and summarised by searching for recurrence and significance. The coding process is made visible within a code tree. This code tree formed the basis for writing the findings. Findings: Success factors for the implementation of a self-managing team that resulted from this research are a clear task portfolio division, good relationships within the team and a coaching trajectory with attention for a possible negative past. Originality/value: By having used a specific change management model, the Change Competence Model, it can be concluded that a high change capacity will positively influence the success of a self-managing team in the context of a mental health-care organisation.

LanguageEnglish
Number of pages16
JournalLeadership in Health Services
Volume2018
DOIs
Publication statusPublished - 6 Apr 2018

Fingerprint

Organizations
Mental Health
Delivery of Health Care
Interviews
Health Care Sector
Netherlands
Mental Competency
Self-managing teams
Recurrence
Health care organization
Mental health
Research

Keywords

  • Change capacity
  • Change Competence Model
  • Implementation
  • Leadership
  • Self-managing team
  • Success factors

Cite this

@article{b541988cc31b424888d61e2c7b09088a,
title = "Successful implementation of self-managing teams",
abstract = "Purpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach: This qualitative case study is executed by analysing 18 interviews within two self-managing teams in a mental health-care organisation located in the Netherlands. A coding process is executed in two steps. The first step is open coding, to make small summarising notes within each interview section. The second step is refocused coding, where the open codes were collected, categorised and summarised by searching for recurrence and significance. The coding process is made visible within a code tree. This code tree formed the basis for writing the findings. Findings: Success factors for the implementation of a self-managing team that resulted from this research are a clear task portfolio division, good relationships within the team and a coaching trajectory with attention for a possible negative past. Originality/value: By having used a specific change management model, the Change Competence Model, it can be concluded that a high change capacity will positively influence the success of a self-managing team in the context of a mental health-care organisation.",
keywords = "Change capacity, Change Competence Model, Implementation, Leadership, Self-managing team, Success factors",
author = "Wilke Weerheim and {Van Rossum}, Lisa and {Ten Have}, {Wouter Dirk}",
year = "2018",
month = "4",
day = "6",
doi = "10.1108/LHS-11-2017-0066",
language = "English",
volume = "2018",
journal = "Leadership in Health Services",
issn = "1751-1879",
publisher = "Emerald Group Publishing Ltd.",

}

Successful implementation of self-managing teams. / Weerheim, Wilke; Van Rossum, Lisa; Ten Have, Wouter Dirk.

In: Leadership in Health Services, Vol. 2018, 06.04.2018.

Research output: Contribution to JournalArticleAcademicpeer-review

TY - JOUR

T1 - Successful implementation of self-managing teams

AU - Weerheim, Wilke

AU - Van Rossum, Lisa

AU - Ten Have, Wouter Dirk

PY - 2018/4/6

Y1 - 2018/4/6

N2 - Purpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach: This qualitative case study is executed by analysing 18 interviews within two self-managing teams in a mental health-care organisation located in the Netherlands. A coding process is executed in two steps. The first step is open coding, to make small summarising notes within each interview section. The second step is refocused coding, where the open codes were collected, categorised and summarised by searching for recurrence and significance. The coding process is made visible within a code tree. This code tree formed the basis for writing the findings. Findings: Success factors for the implementation of a self-managing team that resulted from this research are a clear task portfolio division, good relationships within the team and a coaching trajectory with attention for a possible negative past. Originality/value: By having used a specific change management model, the Change Competence Model, it can be concluded that a high change capacity will positively influence the success of a self-managing team in the context of a mental health-care organisation.

AB - Purpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach: This qualitative case study is executed by analysing 18 interviews within two self-managing teams in a mental health-care organisation located in the Netherlands. A coding process is executed in two steps. The first step is open coding, to make small summarising notes within each interview section. The second step is refocused coding, where the open codes were collected, categorised and summarised by searching for recurrence and significance. The coding process is made visible within a code tree. This code tree formed the basis for writing the findings. Findings: Success factors for the implementation of a self-managing team that resulted from this research are a clear task portfolio division, good relationships within the team and a coaching trajectory with attention for a possible negative past. Originality/value: By having used a specific change management model, the Change Competence Model, it can be concluded that a high change capacity will positively influence the success of a self-managing team in the context of a mental health-care organisation.

KW - Change capacity

KW - Change Competence Model

KW - Implementation

KW - Leadership

KW - Self-managing team

KW - Success factors

UR - http://www.scopus.com/inward/record.url?scp=85045138312&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85045138312&partnerID=8YFLogxK

U2 - 10.1108/LHS-11-2017-0066

DO - 10.1108/LHS-11-2017-0066

M3 - Article

VL - 2018

JO - Leadership in Health Services

T2 - Leadership in Health Services

JF - Leadership in Health Services

SN - 1751-1879

ER -