Themanagers can ‘let go of control’ by using the past data on themanagement to predict the future, plan paths of actions in order toachieve an outcome and monitor actual actions verse the expectedoutcome to reduce the variation.
Themanagers can prevent negative consequences of embracing two things.First, the managers can acknowledge the health organization as acomplex system in order to develop new concepts and tools to thinkabout innovation, performance and change the entire organization.What ought to be looked at is the complexity and feedback and, maybeapply system dynamics and other models in decision making.
Secondly,the managers have to shift the thinking on roles of management bylooking for leverage points which turn small changes into largeimpacts and creating room for enabling employees to learn andimprove.
Themanagers can maintain this climate by ensuring the advocacy ofmastery and open dialogues, whereby every employee learns fromothers. This lead to collective and organization quest foralternative perspectives.
Inaddition, the managers can maintain this climate throughparticipatory leadership and tolerance of errors. Lastly, themanagers can encourage open communication, provision of learningopportunities and support of learning initiatives.
Themanagers may look for leverage points that enhances the second ordersolving of problems. These leverage points includes:
a.)Increment of managerial support through the regular presence of themanger to solve problems on the work efforts and act as a role model,and creating
b.)Creating a suitable environment where staff feels safe concerningworkflow issues without feeling punished or embarrassed.
Withthe assumption that innovation is good, the manager can evaluate theinnovation from the harmful and anticipated consequences from itsuses (Harris & Gonzalez, 1981). When the innovation turns theorganization into insolvency, then it is unsuccessful, but if it isunsuccessful, it will lead to stigmatization and termination.
Themanagers can adopt the innovation strategies of the successfulcompanies and replicate (Harris & Gonzalez, 1981). Sometimesthese strategies may not work for the company due to adoption of anuncritical simple formula that were used secretly for the success ofthat company.
Theinnovation is linear and this method can be used to determine thesuccess of the company. Innovation follows predictable sequences ofstages such as problem identification, development and thencommercialization.
Thefirst thing managers take is to nurture the foresight by realizingdevelopment before they trend and to discover current trends andfeatures that will shape future activities or actions. The strategicplans are not developed or the future is not invested, but variouspractices are used to probe the future explore the weak signals andthe development of of viable future options these practices includeregular experimentation by use of pilot programs, knowledgebrokerage, the formation of alliances with other companies andregular meetings for regular dialogue on the future.
Inaddition, improvisation of the innovative products leads tocontinuous innovation (Harris & Gonzalez, 1981). This is throughwide communication and simple rules. The managers may combine themanagerial responsibilities and project priorities with loosedevelopment processes and complementing it with communication.
Themanager can also protect his team through maximization of serendipityand the team learns of the discovery where possible alternatives,outcome preference and contextual parameters are learned. Lastly, themanager and the team may learn from past mistakes to create avaluable opportunity for learning by managing the mistakes well.
Thepotential mistake is: elimination of visit co-pays. The harms of themistake include inability to discover optimal solutions because ofconfirmation bias, the assumptions cannot be revisited and theevidence to confirm the assumption are only sought. The assumptions:the mistakes are unexpected and undesirable.
Lastlythe advantages include: it creates opportunities for bettersolutions, the mistake may be a source of innovation.
Harris,R., & Gonzalez, R. (1981). Theoperations manager: Role, problems, techniques.St. Paul: West Pub.