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Goudzoekers, cowboys en vlottrekkers

Dit artikel biedt een tussenstand van een lopend onderzoek naar het functioneren van de wijkteams die vorm gaven aan de eerste fase van het Haagse krachtwijkenbeleid. De focus ligt op het professionele handelen van ambtenaren met ‘één been in het stadhuis en één been in de wijk’. Als conceptueel kader maak ik gebruik van het concept tussenfuncties, gedefinieerd als functies binnen de organisatie van de bureaucratie die niet passen bij de logica van diezelfde bureaucratie. In de zoektocht naar wat dit bewegen tussen verschillende schurende logica’s vraagt van de vakbekwaamheid van deze ambtenaren, biedt het concept praktische wijsheid goede handvatten. Waar competenties al snel ‘ontaarden’ in mechanische, gestandaardiseerde lijstjes, verlegt praktische wijsheid de focus naar persoonlijke capaciteiten die succesvol handelen in een specifieke werkpraktijk mogelijk maken en die in die praktijk verder ontwikkeld kunnen worden. Abstract This article provides an intermediate report on an ongoing research into the functioning of teams of community civil servants who implemented the first phase of the krachtwijken (power neighbourhoods) policy in the city of The Hague in which the focus is on the professional skills of civil servants who work with ‘one foot in city hall and one foot in the community’. As a conceptual framework, I used the concept of a tussenfunctie, (in-between position) defined as position within the organisation of a bureaucracy that does not fit the logic of that bureaucracy. In the search for what this moving back and forth between different logics requires from these civil servants in terms of professional expertise, the concept of practical wisdom is useful. Whereas the use of competencies easily degenerates into mechanical one-size-fits-all lists, practical wisdom shifts the focus to personal capabilities that enable one to deal successfully with specific situations and that can be developed by acquiring hands-on experience.

Interprofessional treatment of malnutrition and sarcopenia by dietitians and physiotherapists

PURPOSE: Malnutrition and sarcopenia require dietetic and physiotherapy interventions. In this study, we aimed to compare interprofessional identity of dietitians and physiotherapists, as well as attitudes towards, facilitators and barriers for, and occurrence of interprofessional treatment of malnutrition and sarcopenia by both professions.METHODS: A cross-sectional online survey was distributed from December 4, 2021 until January 31, 2022 through an international online network platform for professionals (LinkedIn). Practitioners working as dietitian or physiotherapist in a healthcare setting were eligible for participation. Outcome measures concerned perceptions regarding shared problem domains, interprofessional treatment, attitudes towards interprofessional treatment, interprofessional identity, facilitators, and barriers. A Chi 2-test, Mann-Whitney U-test, and Spearman's Rho correlation were calculated. RESULTS: Data from 53 physiotherapists and 48 dietitians were included. Malnutrition is considered a shared problem domain by both professions ( U = 1248.000; p = 0.858). While sarcopenia is treated by both professions ( U = 1260.000; p = 0.927), physiotherapists consider sarcopenia more often a shared problem domain compared to dietitians ( U = 1003.000; p = 0.044). Attitudes towards interprofessional treatment were mostly positive (73%, n = 35 and 87%, n = 46 respectively). Interprofessional identity of dietitians was lower compared to physiotherapists (median = 4.0 versus median = 4.3 respectively; U = 875.000, p = 0.007). This was explained by lower interprofessional belonging (median = 4.0 versus median = 4.8 respectively; U = 771.000, p < 0.001) and lower interprofessional commitment (median = 4.0 versus median = 4.3 respectively; U = 942.500, p = 0.023). Interprofessional identity was correlated with efficient means of communication ( r = 0.30, p = 0.003) and bureaucracy ( r = -0.21, p = 0.034). Other barriers reported included available time, financial compensation, interprofessional knowledge, and obtaining extra care. Most reported facilitators concerned role clarity, clarity of expertise, and willingness of others to collaborate. CONCLUSION: Dietitians and physiotherapists have different interprofessional identities, but both are advocates of interprofessional treatment. Both professions mostly treat malnutrition and sarcopenia individually and have different perceptions regarding sarcopenia as shared problem domain. Facilitators were mainly related to clarity and commitment while barriers were mainly related to resources.

The Impact of IT Management Processes on Enterprise Agility

In dynamic business environments, the ability to adapt is highly important for organizations in order to best their competition. This is necessary because throughout the years of doing business, organizations have experienced but one constant factor: change. The concept of enterprise agility is designed to counter this phenomenon. In this regard, IT is perceived to play a vital role in enterprise agility, most often viewed as an enabler. However, IT can be an inhibitor of enterprise agility as well because of its potentially restricting nature, structural thinking, bureaucracy, rigor, etc. This especially becomes apparent in information systems (IS) that have been operational in organizations for several years. This research aims at discovering processes of IT management that empower or obstruct enterprise agility. We identify processes on the one hand and aspects of enterprise agility on the other and relate them to each other using propositions. We conclude with the identified contribution of IT management to enterprise agility, propose directions for optimization as well as offer suggestions for additional research.

Afterword: Propositions on the Organizational Form

The quest of organization haunts us. If anarchists were once said to defy authority, nowadays we defy organization. Structures are perceived to hold us back and pin us down with the iron cage of identity. The solidified social limits our freedom with its demand of never-ending “engagement.” How desperate is it to live your life as an insulated rebel without a cause? Instead, we should ask, what is pure organization? Is there a new core that we could define and design? What’s commitment outside of today’s technosocial conventions? Are there bonds that create ties, unhinged from procedure, unfettered by bureaucracy? Is there a form of conspiracy that operates without all the tiresome preparations? Mutual aid and local self-organization come to mind, but what if we’re forced to pursue organization of the unorganizables? Does a self-evident General Will exist that does not need to be discussed and exhaustively questioned? Having arrived at this point, we can clearly see the romantic undertone of the Critique of Organization. What’s a lean revolution, an effortless regime change? Can we presuppose a hive mind that performs like an automaton? Humans, coming together, create the Event, simply because of an inner urge to experience relations without guarantees.

Bureaucratic, market or professional control?

Bestuurlijke Turbulentie in het Sociaal Werk: De Uitdaging van Meervoudige Coalitievorming

English Abstract:Administrative turbulence in social work: the challenge of pluralist coalition-formation As elsewhere in Europe, social work in the Netherlands is facing ever more administrative changes. This article analyzes the administrative changes that local social work institutions are currently facing and how representatives of these institutions are reacting to these changes. The article is divided into three sections. The first section describes four administrative changes that organizations in the field of social work are currently facing. The second section is based on the results of four studies in local social work, and analyzes how social workers and managers from these organizations are experiencing and handling these administrative changes. We group the reactions into four different clusters: the confused reaction, the introvert reaction, the extravert reaction and the binding reaction. The third section zooms in on what we see as the most beneficial strategy: the binding reaction. We argue that these turbulent times call for organizations that are able to create strong coalitions, both internally and externally. These are necessary to guarantee service provision as well as innovation in a meaningful way.--Dutch Abstract:Bestuurlijk turbulentie in het sociaal werk: de uitdaging van meervoudige coalitievorming Net als elders in Europa wordt het sociaal werk in Nederland geconfronteerd met indringende bestuurlijke veranderingen. In dit artikel analyseren wij met welke bestuurlijke veranderingen instellingen in het lokaal sociaal werk te maken hebben en hoe representanten van deze instellingen op deze veranderingen reageren. Het artikel bestaat uit drie delen. In het eerste deel beschrijven we vier in het oog springende bestuurlijke veranderingen waarmee organisaties in dit veld geconfronteerd worden. In het tweede deel analyseren we op basis van verschillende onderzoeken in het lokaal sociaal werk hoe representanten van deze organisaties – sociaal werkers en managers – deze veranderingen ervaren en hoe zij hiermee omgaan. We onderscheiden vier clusters reacties: de verwarde reactie, de introverte reactie, de extraverte reactie en de verbindende reactie. In het derde deel zoomen we in op de ons inziens meest vruchtbare reactiewijze: de verbindende reactie. We betogen dat deze turbulente tijd vraagt om organisaties die erin slagen om zowel sterke interne als krachtige externe coalities te creëren, nodig om de kwaliteit van de dienstverlening te waarborgen en betekenisvol te innoveren.