State Preemption of Local Gun Regulations: Taking Aim at Barriers to Change in Firearm Policy

2020 ◽  
Author(s):  
Rachel Simon
Keyword(s):  
Barriers To Change ◽  
Firearm Policy

Bureaucratic organization and innovation : a mixed-methods study of U.S. State Department of Transportation website adoption

2017 ◽  
Author(s):  
◽  
A. J. Million
Keyword(s):  
Mixed Methods ◽  
Online Survey ◽  
State Level ◽  
State Department ◽  
Third Parties ◽  
Department Of Transportation ◽  
Structured Interviews ◽  
University Of Missouri ◽  
Bureaucratic Organization ◽  
Barriers To Change

[ACCESS RESTRICTED TO THE UNIVERSITY OF MISSOURI AT AUTHOR'S REQUEST.] This study explores bureaucratic organization and innovation in U.S. state department of transportation (DOT) websites. To determine if working with third parties fosters change in state DOT websites, it employs a two-part, explanatory sequential mixed-methods design. In phase one, an online survey was disseminated to IT managers and communications officers in all 50 states to collect data regarding agency demographics, bureaucratic models, and Web infrastructure. In total, 45 valid responses (or 90 percent) were received from DOTs indicating that most built, hosted, and managed their websites in-house, but that state-level IT consolidations required many to pool resources with third parties. In research phase two, 12 semi-structured interviews were conducted of a maximum variation sample of survey respondents. These interviews were conducted to explain why DOTs built and operated their websites with the support of third parties. Employing a grounded theoretical approach, analysis revealed 6 themes explaining website adoption and showed that working with third parties can foster innovation; however, not all change is positive. Therefore, a need exists for governments to selectively work with others, ascertain future barriers to change, and ensure that adopted innovations meet desired ends. Finally, five best practices informed by study findings are presented that may help decision-makers and civil servants provide e-government services in a flexible manner.

Implementing Evidence Based Research

2021 ◽  
Author(s):  
Laura Huey ◽  
Renée J. Mitchell ◽  
Hina Kalyal ◽  
Roger Pegram
Keyword(s):  
North American ◽  
Organizational Structures ◽  
Decision Makers ◽  
Evidence Based ◽  
Barriers To Change ◽  
Police Forces

This practical and accessible guide shows how police forces of all sizes can successfully adopt evidence-based methods. Drawing on experiences of North American policing, it sets out ways for decision makers to reshape practices, strategies and organizational structures, and overcome barriers to change.

Engaging with stakeholders is critical when leading change

2014 ◽  
Vol 46 (2) ◽  
pp. 68-72 ◽  
Author(s):  
Patrick Mayfield
Keyword(s):  
Good Governance ◽  
Organisational Change ◽  
Business Case ◽  
Leading Change ◽  
Business World ◽  
Content Type ◽  
Computer Tools ◽  
Barriers To Change ◽  
The Right ◽  
The Way

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the correct documents, having good governance mechanisms in place, etc. People just distract and get in the way. Some tend to concentrate on these technicalities working their computer tools, rather than leaning towards people. The result is huge waste. Organisational change will always cut across different business functions, boundaries and across silos of working. This is where stakeholder engagement leads to successful outcomes. Design/methodology/approach – It is a surprise to many, but listening is probably the most powerful influencing strategy of all. The key is to ask the person you seek to influence, first for their thoughts, fears, and aspirations. If you can show you are genuinely interested, you begin to break down any barriers to change. This helps focus on the need for change rather than present the solution first. Yes, time is money, but often we can let this get in the way of engaging successfully. Conversations like this do take time. It feels counter-intuitive. Findings – There is growing evidence that people who make better leaders have a leaning towards action, they are never victims of “paralysis by analysis”. The self-aware, pro-active manager leading change understands that relationships are central to success and are thinking about their relationships in a real and active way. They think about their mental landscape and on that landscape they see the vital importance of stakeholders and are prepared to spend a far higher proportion of their discretionary time devoted to engaging with other people, quite apart from the structured meetings and emails that we usually describe as “communicating”. Originality/value – Most management books are written with the assumption that the business world is rational, but when it comes to change, it appears this is far from the case. We are taught to put a reasonable proposition to people, the business case, the plan, and so on, then expect people to mull it over for a while, then jump into action – reason – analyse – act. But nearly always the actual sequence is – see – feel – act. There is little doubt that people engage with their stakeholders better if there is some kind of emotional connection.

scholarly journals The side effects of service changes: exploring the longitudinal impact of participation in a randomised controlled trial (DOORWAYS) on staff perceptions of barriers to change

2019 ◽  
Author(s):  
Caroline Laker ◽  
Matteo Cella ◽  
Felicity Callard ◽  
Til Wykes
Keyword(s):  
Mental Health ◽  
Controlled Trial ◽  
Occupational Status ◽  
Intervention Group ◽  
Direct Care ◽  
Care Staff ◽  
Control Group ◽  
Staff Perceptions ◽  
Barriers To Change ◽  
Randomised Controlled

Abstract Background Staff and service users have expressed concerns that service improvements in U.K. mental health wards have been slow or transient. It is possible that certain changes are positive for some (e.g. service users), but negative for others (e.g. staff), which may affect implementation success. In this study, we explore whether a programme of change to improve the therapeutic milieu on mental health wards influenced staff perceptions of barriers to change, 12 months after implementation. Method A cluster randomised controlled trial called DOORWAYS was conducted on eight inner-city U.K. acute mental health wards. Randomisation was achieved using a list randomly generated by a computer. A psychologist trained ward staff (mainly nurses) to deliver evidence-based groups and supported their initial implementation. The impact of these changes was measured over 12 months (when 4 wards were randomised), according to nurses’ perceptions of barriers to change (VOCALISE), using unstructured multivariate linear regression models. This innovative analysis method allows maximum use of data in randomised controlled trials with reduced sample sizes due to substantial drop out rates. The contextual influences of occupational status (staff) and of workplace setting (ward) were also considered. Results Staff who participated in the intervention had significantly worse perceptions of barriers to change at follow up. The perceptions of staff in the control group did not change over time. In both groups (N=120), direct care staff had more negative perceptions of barriers to change, and perceptions varied according to ward. Across time, direct care staff in the intervention group became more negative than those in the control group. Conclusion Participation in this program of change, worsened staff perceptions of barriers to change. In addition, occupational status (being from the direct care group) had a negative effect on perceptions of barriers to change, an effect that continued across time and was worse in the intervention group. Those providing direct care should be offered extra support when changes are introduced and through the implementation process. More effort should be placed around reducing the perceived burden of innovation for staff in mental health wards.

scholarly journals Ceasing the use of the highest priority critically important antimicrobials does not adversely affect production, health or welfare parameters in dairy cows

2018 ◽  
Vol 183 (2) ◽  
pp. 67-67 ◽  
Author(s):  
Andrea Turner ◽  
David Tisdall ◽  
David C Barrett ◽  
Sarah Wood ◽  
Andrew Dowsey ◽  
...  
Keyword(s):  
Health Planning ◽  
Animal Health ◽  
Dairy Farms ◽  
Herd Health ◽  
Mobility Data ◽  
Political Concern ◽  
Barriers To Change ◽  
Animal Medicine ◽  
Recorded Data ◽  
Cattle Health

Due to scientific, public and political concern regarding antimicrobial resistance (AMR), several EU countries have already taken steps to reduce antimicrobial (AM) usage in production animal medicine, particularly that of the highest priority critically important AMs (HP-CIAs). While veterinarians are aware of issues surrounding AMR, potential barriers to change such as concerns of reduced animal health, welfare or production may inhibit progress towards more responsible AM prescribing. Farmers from seven dairy farms in South West England engaged in changing AM use through an active process of education and herd health planning meetings. Prescribing data were collected from veterinary sales records; production and health data were accessed via milk recording and farm-recorded data. This study demonstrates that cattle health and welfare—as measured by production parameters, fertility, udder health and mobility data and culling rates—can be maintained and even improved alongside a complete cessation in the use of HP-CIAs as well as an overall reduction of AM use on dairy farms. This study also identified a need to consider different metrics when analysing AM use data, including dose-based metrics as well as those of total quantities to allow better representation of the direction and magnitude of changes in AM use.

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