Jody Hoffer Gittell

This guidebook goes beyond people analytics to provide a research-based, practice-tested methodology for doing relational analytics, based on the science of relational coordination. We are witnessing a revolution in people analytics, where data are used to identify and leverage human talent to drive performance outcomes. Today’s workplace is interdependent, however, and individuals drive performance through networks that span department, organization and sector boundaries. This book shares the relational coordination framework, with a validated scalable analytic tool that has been used successfully across dozens of countries and industries to understand, measure and influence networks of relationships in and across organizations, and which can be applied at any level in the private and public sectors worldwide. Graduate students and practitioners in human resource management, health policy and management, organizational behavior, engineering and network analysis will appreciate the methodology and hands-on guidance this book provides, with its focus on identifying, analyzing and building networks of productive interdependence. Online resources include data appendices and statistical commands that can be used to conduct all these analyses in readers’ own organizations.

This guidebook goes beyond people analytics to provide a research-based, practice-tested methodology for doing relational analytics, based on the science of relational coordination. We are witnessing a revolution in people analytics, where data are used to identify and leverage human talent to drive performance outcomes. Today’s workplace is interdependent, however, and individuals drive performance through networks that span department, organization and sector boundaries. This book shares the relational coordination framework, with a validated scalable analytic tool that has been used successfully across dozens of countries and industries to understand, measure and influence networks of relationships in and across organizations, and which can be applied at any level in the private and public sectors worldwide. Graduate students and practitioners in human resource management, health policy and management, organizational behavior, engineering and network analysis will appreciate the methodology and hands-on guidance this book provides, with its focus on identifying, analyzing and building networks of productive interdependence. Online resources include data appendices and statistical commands that can be used to conduct all these analyses in readers’ own organizations.

Nutidens organisationer star over for krav om at yde mere ved hjaelp af mindre. Hvad enten kravet kommer fra kunder og klienter, partnere i leverandorkaeden, aktionaerer, politiske beslutningstagere eller myndigheder, sa skal organisationerne levere bedre resultater af hojere kvalitet hurtigere og billigere. Dette intense krav om effektivitet kraever store og omfattende organisatoriske forandringer, og som Jody H. Gittell viser i Relationers betydning for hoj effektivitet, kan kravet imodegas med relationel koordinering. Bag dette begreb gemmer sig ganske enkelt de monstre for kommunikation og relationer, som medarbejdere bruger for at integrere deres opgaver i et samlet hele. Men medarbejderne kan ikke gore det alene, selv hvis de arbejder taet sammen pa tvaers af funktions-, organisations- eller afdelingsgraenser. Kunder og klienter spiller en stadig vigtigere rolle, og organisationerne er nodt til at taenke dem ind i den relationelle koordinering. Sidst, men ikke mindst, kraever en succesfuld relationel koordinering ogsa ledelsens fulde stotte - ledere, der forstar og respekterer kompleksiteten af det arbejde, deres medarbejdere udforer dagligt. Noglen til at lose effektivitetsudfordringen - og forudsaetningen for at medarbejdere, ledere og kunder kan koordinere og samarbejde - er, at organisationen har et kommunikationsniveau af hoj kvalitet, understottet af relationer med faelles mal, faelles viden og gensidig respekt. Dermed kan de tre centrale dynamikker - relationel koordinering, relationelt samarbejde og relationel ledelse - fungere optimalt og styrke organisationens effektivitet.

Whether from customers, supply-chain partners, policymakers, or regulators, organizations in virtually every industry are facing calls to do more with less. They are feeling compelled to provide higher-quality outcomes, more rapidly, at a lower cost. This book offers a road-tested approach for delivering these outcomes through positive organizational change. Its message comes just in time, for too many companies have gone the way of low-road strategies, such as cutting pay and perks, and working harder not smarter. Drawing on her path-breaking research, Jody Hoffer Gittell reveals that high performance is fundamentally relational—rooted in both human and social capital. Based on this insight, she provides a unique model that will help companies to build meaningful relationships among colleagues, develop smarter work processes, and design organizational structures fit for today's pressure test. By following four organizations on their change journeys, she illustrates how "relational coordination" unfolds in real-world settings. Tools for change guide readers as they learn how to implement this new model in their own workplaces.

At a time when policy makers are increasingly interested in shared decision making, this book tells the story of how to deliver tools created to help patients make better informed decisions. The real-world cases in this book, describe how pioneers from the US and UK introduced tools designed to help patients become well informed about tough decisions. They describe efforts to get the tools integrated into healthcare systems, sometimes with success, but often in the face of seemingly insurmountable obstacles. To better understand the challenges, each case in this book is reviewed through the lens of three different perspectives: Relational Coordination Theory presented by Jody Hoffer Gittell; Normalization Process Theory presented by Glyn Elwyn; and Microsystems presented by Marjorie M. Godfrey. In the last chapter, Glyn Elwyn writes a provocative analysis of the steps that might be needed to facilitate large-scale implementation.

Der er i øjeblikket en stærkt stigende interesse for produktivitet, effektivitet og kvalitet i den offentlige sektor – specielt indenfor hospitalssektoren. I den forbindelse har den amerikanske forsker Gittells epokegørende arbejder vakt meget stor interesse i Danmark. Gittell har det sidste års tid flere gange været på foredragsturne i Danmark for at inspirere med sine forskningsresultater, og på den baggrund har Munksgaard besluttet at oversætte hendes mest berømte bog High Performance Healthcare til dansk. Jody Gittells forskning stiller skarpt på samarbejdet mellem forskellige faggrupper på arbejdspladsen. Hendes centrale budskab er, at det ikke er nok, at de ansatte er dygtige til deres fag – de skal også kunne samarbejde med hinanden på tværs af faggrænser. Godt samarbejde er først og fremmest kendetegnet ved hhv. fælles sprog, fælles mål og gensidig respekt. Gittell viser, at det kan på én gang kan lade sig gøre at optimere tre ting, nemlig 1. Kvalitet og produktivitet i ydelserne 2. Patienttilfredshed 3. De ansattes trivsel og arbejdsmiljø Disse tre faktorer kaldes ofte "Den stærke trekant", fordi faktorerne til stadighed påvirker hinanden i en positiv retning, når arbejdspladsen først er inde i en god udvikling. Organisationer, der ønsker at styrke samarbejde, trivsel, kvalitet, produktivitet og brugertilfredshed må revurdere arbejdsgangene for det samlede personale. Bogen viser hvorfor og hvordan.

In her groundbreaking book The SouthwestAirlines Way, Jody Hoffer Gittell revealedthe management secrets of the companyFortune magazine called “the most successfulairline in history.” Now, the bestsellingbusiness author explains how to apply thosesame principles in one of our nation’s largest,most important, and increasingly complexindustries.High Performance Healthcare explains the criticalconcept of “relational coordination”—coordinating work through shared goals,shared knowledge, and mutual respect.Because of the way healthcare is organized,weak links exist throughout the chain ofcommunication. Gittell clearly demonstratesthat relational coordination strengthens thoseweak links, enabling providers to deliver highquality, efficient care to their patients.Using Gittell’s innovative management methods,you will improve quality, maximizeefficiency, and compete more effectively.High Performance Healthcare walks you step by stepthrough the process of:Identifying weak areas of relationalcoordination within your organizationTransforming work practices thatare creating barriers to relationalcoordinationBuilding a high performance worksystem to foster consistent relationalcoordination across all disciplinesThe book includes case studies illustratinghow some healthcare organizations arealready transforming themselves using Gittell’sproven tools. It concludes by identifying industry-level obstacles to high performancehealthcare and showing how individual organizationsand their leaders can supportsweeping change at the highest levels.Policy changes and increased access to carewill not alone answer the healthcare industry’sproblems. Timely, accurate, problem-solvingcommunication that crosses all organizationalboundaries is a powerful response to businessas usual. High Performance Healthcare explainsexactly how to achieve this crucial dynamic,providing a long-awaited cure to an industryin crisis.

"And you thought the passengers were mad. Airline employees are fed up, too-with pay cuts, increased workloads and management's miserly ways, which leave workers to explain to often-enraged passengers why flying has become such a miserable experience."—New York Times, December 22, 2007When both an industry's workers and its customers report high and rising frustration with the way they are being treated, something is fundamentally wrong. In response to these conditions, many of the world's airlines have made ever-deeper cuts in services and their workforces. Is it too much to expect airlines, or any other enterprise, to provide a fair return to investors, high-quality reliable service to their customers, and good jobs for their employees?Measured against these three expectations, the airline industry is failing. In the first five years of the twenty-first century alone, U.S. airlines lost a total of $30 billion while shedding 100,000 jobs, forcing the remaining workers to give up over $15 billion in wages and benefits. Combined with plummeting employee morale, shortages of air traffic controllers, and increased congestion and flight delays, a total collapse of the industry may be coming. Is this state of affairs inevitable? Or is it possible to design a more sustainable, less volatile industry that better balances the objectives of customers, investors, employees, and the wider society? Does deregulation imply total abrogation of government's responsibility to oversee an industry showing the clear signs of deterioration and increasing risk of a pending crisis?Greg J. Bamber, Jody Hoffer Gittell, Thomas A. Kochan, and Andrew von Nordenflycht explore such questions in a well-informed and engaging way, using a mix of quantitative evidence and qualitative studies of airlines from North America, Asia, Australia, and Europe. Up in the Air provides clear and realistic strategies for achieving a better, more equitable balance among the interests of customers, employees, and shareholders. Specifically, the authors recommend that firms learn from the innovations of companies like Southwest and Continental Airlines in order to build a positive workplace culture that fosters coordination and commitment to high-quality service, labor relations policies that avoid long drawn-out conflicts in negotiating new agreements, and business strategies that can sustain investor, employee, and customer support through the ups and downs of business cycles.

This book offers management lessons from the world's most profitable airline. 'As a former Southwest insider, I often wondered why other organizations couldn't duplicate the business model. Anyone who wants to understand how it works should read this book' - Libby Sartain, Senior VP of Human Resources, Yahoo. 'Professor Gittell has tackled one of the hottest and most important topics in business circles today - why some airlines continually fly high over the economic wreckage of the rest of the industry' - Thomas Winkelmann, VP - The Americas, Lufthansa German Airlines. 'Through extensive research, Jody Hoffer Gittell gets to the bottom of what has sustained Southwest Airlines' positive employee relations and high performance through good and bad times' - Thomas A. Kochan, professor, MIT Sloan School of Management, MIT Global Airline Industry Program."Fortune" magazine calls Southwest Airlines "the most successful airline in history." In an industry that regularly loses billions of dollars, Southwest has had 31 consecutive years of profitability. "The Southwest Airlines Way" reveals the secret to Southwest's remarkable success - high performance relationships - and it creates enormous competitive advantage in motivation, teamwork, and coordination among Southwest employees. Based on Professor Jody Hoffer Gittell's eight years of field research, this book explores Southwest's innovative policies, strategies, and techniques, showing how these methods can be implemented in any organization, and explains how to: lead with credibility and caring; invest in frontline leaders; hire and train for relational competence; use conflicts to build relationships; and, encourage mutual respect among employees, managers, unions, and suppliers.