Javier Calvo-Amodio

Systems competency for engineering practice

Affecting holistic development of the early engineer practitioner is a topic of concern emanating from the Academy, the workplace and engineering organizations alike. For example, concerns over gaps in ethics competency, communication abilities, and team management have been documented. The gap between the rapidly growing body of knowledge in the engineering profession and the effectiveness of early engineering practice does exist. This means that while early career engineers generally know enough about engineering sciences, they are lacking in the ability to connect that information to effective engineering practice in the workplace. The shortfall in the holistic development of the early career engineer, therefore, is based in the problematic technical-behavioral relationship expressed in differences in engineering knowledge versus workplace practice. This problem has been recognized by many organizations such as the American Society of Mechanical Engineers (V2030), the National Academy of Engineering (Grand Challenges for Engineering; Engineer of 2020; Educating the Engineer of 2020; and Changing the Conversation), the Royal Academy of Engineers, and the National Science Foundation/University of Michigan (5XME Project).Copyright

Application of Transition-Phase Management Model for an Electronic Health Record System Implementation: A Case Study

Abstract The implementation of an electronic health record (EHR) system requires changes in processes, which in turn requires management of the transition phase to EHR systems. EHR system implementations are composed of various subsystems that manage medical, clerical, administrative, and billing data. The complexity of an EHR implementation in each of these subsystems is affected by current organizational capabilities, the number of places it is deployed, and whether the deployments will be in series or in parallel, among other factors. This begs the question of how to determine the objective function and related strategy to conduct an EHR implementation. In this article, an evaluation of the previously-proposed transition-phase management model is presented through three different EHR process change case studies. Analysis of the adequacy and accuracy of the model is provided, and guidelines for interpretation and implementation are suggested.

Managing Systems Complexity Through Congruence

The purpose of this chapter is to explore a new approach to systems management through an adaptive method that informs systems competency. The approach is bundled into a management tool, the CX Tool©. The CX Tool is a visual management method that measures and adapts between the reality of the current state and the desired condition of the future state for systems such as human and information. In managing these systems, the state of congruence between organizational thinking and doing is measured based on selected metrics and with consideration of the nature of systems as emergent, complex, adaptive and interrelated. Within the realms of thinking and doing, specific system elements are examined and measured for metric quality and the state of congruence in four tiers. For example, in Tier One, the CX Tool allows for visual diagramming of a system’s current and future states. It also enables analyses within, between and/or among system elements based on singular inputs. And further, in Tier Two, the CX Tool accounts for multiple inputs. In doing so, this tool informs specific points of improvement and draws also out the adaptive influences of specific changes in the system upon deployment. The CX Tool is based on the theoretical foundations of several scholars. In the following discussion of human-initiated systems, therefore, new consideration is provided in regard to management strategies for better agency to: 1. Grasp and then leverage system attributes to directional consequences 2. Interact with the system to produce organizational learning and results 3. Manage system congruence between thinking and doing based on system metrics of value

Tapping the potential of sensemaking for performance management

Purpose The purpose of this paper is to present a framework, the CX Framework, for organizational sensemaking of systems-based performance management. Design/methodology/approach The design/methodology/approach of this paper is theoretical analysis and empirical testing. Findings The findings on the CX Framework were that organizational sensemaking was aligned with performance management theory and was enhanced with the use of the CX Framework. Research limitations/implications The research limitations are that empirical testing has been done on the CX Framework, and therefore, generalizations are not possible. Practical implications The practical implications of this paper are that it aids in providing visual management to system complexity as a source of better performance management. Social implications The social implications of this paper are that it informs management science about the importance of sensemaking as both a human and technical act. Originality/value The originality of this article is the visual and analytical presentation of enhanced organizational sensemaking as a source of informed performance management.