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Building Cultures and Climates for Effective Human ServicesUnderstanding and Improving Organizational Social Contexts with the ARC mode$
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Anthony L. Hemmelgarn and Charles Glisson

Print publication date: 2018

Print ISBN-13: 9780190455286

Published to Oxford Scholarship Online: June 2018

DOI: 10.1093/oso/9780190455286.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 05 August 2021

Improvement-directed versus Status Quo-directed Human Service Organizations

Improvement-directed versus Status Quo-directed Human Service Organizations

(p.146) 11 Improvement-directed versus Status Quo-directed Human Service Organizations
Building Cultures and Climates for Effective Human Services

Anthony L. Hemmelgarn

Charles Glisson

Oxford University Press

This chapter explains that members of improvement-directed organizations are never satisfied with the status quo and never stop looking for more effective ways to serve their clients. The principle addresses the conflicting priority represented by individuals in formal organizations resisting change and clinging to established protocols, regardless of whether the existing protocols promote improvements in the well-being of clients. The chapter describes improvement-directed organizations, including their application of continuous improvement processes, norms that support ongoing improvement, and behaviors that drive innovation and ongoing growth and development. The chapter presents research evidence and case studies to illustrate how systems and processes, decisions, actions, and behaviors, as well as assumptions and beliefs, need to be addressed to create improvement-directed organizations. Specific case examples illustrate ARC’s application to build improvement-directed organizations.

Keywords:   rule based, organizational priorities, improvement directed, aligning priorities, innovation, continuous improvement, bureaucracies, ARC, ARC strategies

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