Organizational Culture Diagnostic

Measuring culture with the Organizational Culture Diagnostic Instrument... 

Among the problems to which these leaders are blind are the very unpredictability of their own behavior and the resultant erosion in trust between leaders and followers. These developments are detectable with the Organizational Culture Diagnostic Instrument (see chapter 3) they show up as adverse changes in the OCDI dimensions of procedural justice (team members see the leaders behavior as unfair and untrustworthy), perceived organizational support (of team members by their leaders), and upward communication (by team members to their leaders about unsafe acts). The hazards and costs of cognitive bias thus often run deep in both the administrative and clinical chains of command in the healthcare organization. 

How will people act differently from the way they do now In terms of the dimensions of the Organizational Culture Diagnostic Instrument (OCDI), for example, the quality and frequency of both upward communication and approaching others will measurably improve. How will priorities be different Safety itself will move from a priority to a value, and the gathering of information on near misses and recurring hazards will command new importance and attention. 

In contrast, a diagnostic instrument has an empirically validated history of predicting specific outcomes and employs a normative database so that one organization can be compared with another. Leaders can pinpoint low-scoring areas and design improvements that will alter organizational culture and performance. 

Certain other healthcare-related instruments fall between a true diagnostic instrument and an opinion survey. The Agency for Healthcare Research and Quality s (AHRQ s) Hospital Survey on Patient Safety Culture is an example, It measures some aspects of team functioning and safety climate it does not measure the dimensions of organizational culture known to predict performance, AHRQ maintains a database of other hospitals that have used the survey as a benchmark, but the survey has not been shown to have predictive validity,... 

Leaders lead within a unique cultural context, and their behavior—especially their leadership style and best practices—shapes that context. Each leader needs to find out. How does my behavior contribute to our cultural problems How do I need to behave differently to bring about improvements in our organizational culture The Leadership Diagnostic Instrument (LDI), introduced in chapter 4, gives the leader the information she needs to think productively about this question by providing comprehensive feedback about her relationships with important others in the organization. 

Reliability and Safety Data Collection and Analysis Fault Identification and Diagnostics Maintenance Modelling and Optimisation Structural Reliability and Design Codes Software Reliability Consequence Modelling Uncertainty and Sensitivity Analysis Safety Culture Organizational Learning Human Factors... 

As you will recall from chapier 4, the LDI is a validated and standardized diagnostic survey known to predict desired cultural outcomes and organizational safety performance. 

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