per oystein nottingham presentation
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Hunting the trolls of
interventions
Per ystein Saksvik
professor
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Hunting the trolls of
interventionsOutline of my presentation:
Our story of our troll hunting what we have done to comecloser to understanding interventions how interventions workand (eventually) can have an impact
Not give an overview of the best papers on interventions. Suchan overview can be found here:
http://www.nice.org.uk/nicemedia/pdf/MentalWellbeingWorkFinal
Report.pdf
Or you can read the latest publication from
Nielsen & Randall in EWOP
http://www.nice.org.uk/nicemedia/pdf/MentalWellbeingWorkFinalReport.pdfhttp://www.nice.org.uk/nicemedia/pdf/MentalWellbeingWorkFinalReport.pdfhttp://www.nice.org.uk/nicemedia/pdf/MentalWellbeingWorkFinalReport.pdfhttp://www.nice.org.uk/nicemedia/pdf/MentalWellbeingWorkFinalReport.pdf -
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If you would like to see som real Norwegian trollhunting, take a look
at this trailer:
http://www.youtube.com/watch?v=xG5hKeOzmEQ&feature=related
http://www.youtube.com/watch?v=xG5hKeOzmEQ&feature=relatedhttp://www.youtube.com/watch?v=xG5hKeOzmEQ&feature=relatedhttp://www.youtube.com/watch?v=xG5hKeOzmEQ&feature=relatedhttp://www.youtube.com/watch?v=xG5hKeOzmEQ&feature=related -
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Hunting the trolls of
interventions
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Hunting the trolls of
interventionsWhy are trolls problematic?
Distroy a lot on their way Not easy to find and catch Unpredictable
The same can of course be said about interventions
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Hunting the trolls of
interventionsIntervention 1
Improving the health of service sector workers
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Health care workers at
institutions for elderly
residents
Sales clerks in a shopping mall
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The inspiration and background of the intervention
A quote (p.531) from: Dahl-Jrgensen, C. & Saksvik, P. . (2005). An evaluation ofthe impact of two workplace interventions on the health of service workers.International Journal of Health Services, 35, 529-549.
Scandinavian intervention projects have built a strong tradition for focusing on organizationallevel interventions through their emphasis on the necessity for collective participation and
involvement from all parties in order to bring about change. According to the underlying
argument, an effective intervention should be based on collective participation, dialogue, and
workplace democracy
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Improving the health of service sector workers (the health care workers)
Problem: Up to 20 % sickness absenteeism at some units
Objective: Changes in stress and health threatening factors at organizational (unit)level
The intervention: Three-step strategy; 1. Interviews with absentees about perceivedcauses and precautions taken at their workstation when returning. 2. Assessment ofrisk factors/ risk persons in the workplace (surveys with standardized scales measuringe.g. strass). 3. Search conference (dialog) to identify stress and health problems(based on 1 and 2) and to formulate local solutions
Implemented by: Mainly researchers, but also local experts were involved
Evaluation: pre-post design (questionnaires) with process evaluation (interviews). E-group (n=84, eight units), K-group (n=100, four units)
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Improving the health of service sector workers (the health care workers) (2)
Results (quantitative): Not impressive!
MANOVA showed a main effect for change over time (one year) for the main variables,but not a difference between the E- and C-group
Results (qualitative = process): A bit to general...
Three categories of constrains:
- Time (too much is happening, difficult to prioritize)- Interaction (physical and social barriers to work together to improve work)- Organization (mangers changed, budget cuts, threats to close one unit)
Conclusion:
We (the contract researchers) did an OK job with this intervention, but it may have beentoo complicatedfor the organizations.
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Next step: The natural intervention (field experiment)
The employees in the health care sector of a municipality were
allowed to take up to five days of self-administered sick leavewith full financial compensation up to four times a year.
Intervention group
N=165
Control group N=100
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The field experiment
The employees in the health care sector of a municipality were
allowed to take up to five days of self-administered sick leavewith full financial compensation up to four times a year.
Intervention group
N=165
Control group N=100
30 incidents of use
of the option
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The field experiment
Among those who used the option:
- Slight subjective health effects = improvement of
musculoskeletal problems and cold/ influenza
- No effect on overall absenteeism
Interviews
- The contextis important: in some units sanctions to attend
existed, in others you should stay at home reflecting a
consideration of the patients.
Results (Survey and statistics)
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The field experiment
References:
Saksvik, P. ., & Nytr, K. (2001). Improving subjective health and
reducing absenteeism in a natural work life-intervention.
Scandinavian Journal of Psychology, 42, 17-24.
Dahl-Jrgensen, C., Opdahl Mo, T. & Saksvik, P. . (2002). Utvidet
egenmelding som strategi for bedre subjektiv helse og redusere
sykefravr.Norsk Samfunnsvitenskaplig Tidsskrift, 43, 3-29.
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The third step: Finding the intervention that optimizes both
OHP and business (profit).
The implementation of the six hour working day
http://www.6
hourday.org/
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SinkaBerg Hansen AS
Intervention: Implementing 6-hours day in a fish processing firm
same salary as for the former 8-hours day.
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What trolls could be found here?
Troll Iwork organizationchange to shift work (06 -12; 1218),
not in accordance with the kindergartens opening hours
Troll IIemployees had to work harderfewer brakes and higher
speed on the production line
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Results
Result 1:
- No clear effect on subjective health and work environment variables
- No clear effect on productivity measures
Result 2:
Those who wanted to keep the 8 hour day were allowed to do so. The
firm showed flexibility and they still have this arrangement
(No international publication)
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Final step: What can we learn from organizational change?
Modern
Norwegian
troll
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What can we learn from organizational change?
23 What can we learn from organizational change?
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23 What can we learn from organizational change?
We started our research in 2004 by undertaking 180
interviews in 90 enterprises undergoing some kind of
change (selected by The Norwegian Labor Inspectorate, i.e.they did something that may have been considered a threat
to health and/or safety).
The most frequent studied changes going on (worldwide)are:
downsizingrestructuring
closing down
This was not our central interest
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What can we learn from organizational change?
We wanted to study how change was implemented, i.e. thechange process and found inspiration in the new Norwegian
Work Environment Act issued in 2006 stating in 4-2
(3)During reorganization processes that involve changes ofsignificance for the employees working situation, the
employer shall ensure the necessary information,
participation and competence development to meet the
requirements of this Act regarding a fully satisfactory
working environment.
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What can we learn from organizational change?
What does:
information, participation and competence development
mean?
Are we back to where we started? To:
collective participation, dialogue and workplace democracy
I.e. back to the normative ideal of the Nordic work lifetradition?
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What can we learn from organizational change?
To make a long research story short: What we found in our
studies about the change process ended up in what we havecalled The healthy change process model
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Leader availability - Employees ought to have immediate access tosomebody they can talk to and discuss how the changes will affect meand my work tasks. This somebody must be a person with
organizational insight and knowledge regarding the change, and one who
may be able to influence the process.
Change impact - is about the meaning of change for the person: how itis interpreted and acted upon. It has been shown how important it is that
employees understand and react to the implications the change has for
him/herself (Nielsen, Randall, and Albertsen , 2007)
Leader availability and change impact
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Tvedt, S. D. & Saksvik, P. . (2012). Finding the content of the processpart of interventions. In (Eds.) Biron Caroline., Maria Karanika-Murray,
& Cary L. Cooper:Managing psychosocial risks in the workplace: The
role of process issues. Routledge/Psychology Press.
Saksvik, P. ., Tvedt, S. D., Nytr, K., Buvik, M. P., Andersen, G. R.,Andersen, T. K., and Torvatn, H. (2007). Developing criteria for healthy
organizational change. Work & Stress. 21, 243-263.
References
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The sound of well-being - an evaluation of an innovative measure for
improvement of well-being and health in the public sector
Pre/post-tests and process evaluation
Content: choir battles within the organisation; establishing choirs,
rehearsals with and without professional musicians, mini-concerts,
competitions, musical arrangements, sing back and ultimately a grand
finale
At the momentevaluating a new intervention:
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Conclusion
- The content of the intervention does matter
- The intervention process is important, but you have to know
what the main factors are in your context
- TIMEthe 3 Ts (Things Take Time)results may appear
after more than a year
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