Op de cover van het vierde nummer van Kwaliteit in Bedrijf van dit jaar prijkt de titel van mijn laatste artikel Emergentie, Leiderschap en Corona.
Het artikel is gebaseerd op de conceptanalyse die ik heb uitgevoerd en die is gepubliceerd in Total Quality Magazine. Het idee is, dat in onze complexe organisaties veranderingen en innovaties steeds vaker niet gepland en onverwacht plaatsvinden. Ik heb daar eerder al over geschreven (bijvoorbeeld voor de VCK en in SigmaOnline). Dat niet kunnen plannen stelt leiderschap voor problemen. Maar, aldus het artikel, wellicht valt er te leren van Covid-19. Mijn stelling is, dat we onzekerheid niet moeten willen oplossen, maar omar- men; dat we in onze activiteiten gericht op kwaliteit van leven de interactie van groepen mensen wellicht kunnen faciliteren met instrumenten. Maar vooral, dat we vanuit visionair leiderschap gedeelde bedoelingen en waarden moeten creëren. En dan ontstaat er – misschien – iets radicaal nieuws.
Today I received from Rebat Kumar Dhakal, Managing Editor, a Certificate of Excellence in reviewing on behalf of the Journal of Education and Research. I was very surprised and happy. It is always so nice to get recognition for your efforts!
We already reported two times before on the Life Story project at White and Yellow Cross Care Foundation on Sint Maarten that aims to increase the Client-Centredness of the Care provided, in blog #33 and #31.
In groups of two, staff from WYCCF interviewed clients about their lives, preferences, and maybe even their bucket list. The idea is to get to know the clients better and make them happier.
As a result of the interview, a life story is produced plus most of the time a poster, that is hung in the client’s room for everyone to see and relate to.
At the moment half of the staff followed the Client-Centered Care course, the other half will follow as soon as possible.
More and more examples are produced. At the end of the project, each client should have such a token of their life.
Since more than ten years a discussion was held within the Dutch Academy for Quality and in the publications of the NNK (Dutch Network of Quality Management) on the different ways one can look at quality. Huub Vinkenburg started the discussion in 2009 by identifying three schools (the management school, the normative school and the reflective school). Teun W. Hardjono and I got involved in the discussion and several reactions followed, first in Dutch like Van Kemenade, E.A. (2011), جودة ,briefwisseling over scholen in kwaliteit, Sigma, 5, pp.30-31 and Van Kemenade, E.A. en Hardjono, T.W. (2011), Van vier paradigma’s naar vier scholen en een Wintercamp, Synaps, 32, pp. 28-33. Hardjono and Van Kemenade were and still are convinced there is a fourth way of thinking, a fourth paradigm on quality. First it was called the Pragmatic paradigm (Hardjono), later the Contextual paradigm (Van Kemenade). Finally Rik Spann suggested the term “Emergence Paradigm”.
Since then, two English articles were published on the topic: Van Kemenade, E.A. & Hardjono T.W. (2018) “Twenty-first century Total Quality Management: the Emergence Paradigm”, The TQM Journal, vol 31, issue 2, pp. 150-166 (quoted 13 times since publication) and Van Kemenade, E.A. (2019), Emergence in TQM: a concept analysis, TQM Journal, 32(1): 143-161. The Dutch version of the concept analysis can be found at the NNK website.
In the meanwhile Teun Hardjono and I kept discussing and elaborating on the topic. Finally we decided to write a book. We found DeGoudseSchool willing to support us and pay for the English translation. Just recently we got confirmation from the publisher Springer, that the book wil be released this year under the title: “The Emergence Paradigm in Quality Management – A Way towards Radical Innovation”. We are proud and curious about the reception of the book. We will keep you posted!
Our world is shocked by the COVID-19 virus. Un-order occurred, chaos if you want to say so. The world is in crisis, as if it was in war. We are in a situation far-from-equilibrium and more than ever we depend on each other for our health and safety. Habits we are brought up with and used to all of our lives, like shaking hands, have been unlearned in just a few days. We get simple rules to follow: wash your hands, stay at home, stay away 1,5 meter from someone else. Social distancing and lockdowns. Everyone realises that he or she is part of something bigger, where the whole is very different from its parts.
At the same time we see that in the interaction between people in a context like this new patterns arise (novelties), that are unexpected, that we could not have predicted and are unplanned. Thousands of in-active nurses pick up their old job to support their colleagues in the Intensive Care. People in communities help elderly with their food or shopping. There is a lot of improvisation going on: hotels become hospitals, an ice palace becomes a morgue. In Holland thousands of people clapped their heads at the same time to give the people in health care institutes a boost. Music is made by people from their homes and still together like the Rotterdam Philharmonic Orchestra.
Many videoclips go viral to keep up the spirit. In our streets people massively put teddy bears in front of windows for the kids to see that are walking in the neighbourhood to get some fresh air.
What is happening to us? I would call it ’emergence’. In the last few years it has become my research topic: The emergence paradigm in quality management. If you transfer the theory about emergence in quality management from a complex environment of an organisation to the situation of the world in times of COVID-19 interesting parallels can be drawn.
I hereby present my latest power point on the topic. With video, since I cannot present it at the moment in a conference or workshop, like I would normally do. We have to find new ways in this context that is out of order. And yes, we can!