Table 3 Description and underlying assumptions of the SIDSSA intervention
| Interventions | Forms/Means | Rationale/Assumptions | Intermediate Outcomes Individual | Intermediate Outcomes Group/Unit | Long-term outcomes |
|---|---|---|---|---|---|
| R&D unit – regional development and change facilitators | |||||
|
Exemplify, test, and evaluate the usefulness of the SIDSSA development loop, the systems view and multi-level/multi strategy approach, and the regular use of reflective learning and action-learning loops
- On the R&D unit’s own improvement areas - On municipality cases A and B, involving participants from several hierarchical levels and phases in the development loop - Of specific work procedures and instruments on the R&D unit’s own improvement cases and municipality cases - On the participants’ own learning and change processes |
Researcher-led development:
- Workshops - Seminars - Group coaching - Individual coaching - Test on real cases - Visualization of process/structure - Joint collection of data/information - Joint analyses of learning process and reactions - Participation in adapting the approach to specific contexts and choices of arenas for testing |
- Action-learning loop for double-loop learning
- Shared mental models - Systems view - Multiple levels, multiple strategies - Structured approach - Flexible and contextualized - Visualized development process - Increase complexity gradually |
Improved knowledge
- Of the regional system of partner organizations, its levels, and functions - On change and learning processes Improved competence, ability - To act systematically when supporting COIL (map, identify, analyze, plan, execute, evaluate, sustain) -To analyze and reflect - To support others trying to change their work approach -To choose and use various procedures and instruments to aid change processes - Insights, attitudes, and behavioral changes in line with the new approach Behavioral strategies, work approach - Changed, more systematic, and strategic approach to support COIL - Clarified task, mission, and map of target organization |
Group strategies, work approach
- Common, systematic work approach to support and facilitate COIL Shared knowledge - Common team mental model of what it takes to change behavior and potential approaches to do so in their function |
Capability
- Improved capability as a unit to facilitate and support the development of COIL in the regional partner organization |
| Municipality A and B participants | |||||
|
Exemplify, test, and evaluate the usefulness of SIDSSA development loop, the systems view and multi-level/multi strategy approach, and the regular use of reflective learning and action-learning loops
- For unit managers with the participating unit’s own choices of improvement areas/projects - On participants’ own learning and change processes - For local support functions to test when supporting the participating units in their process - For division managers to support unit managers in their processes and to reflect on the usefulness of the learning for the whole division |
Researcher-led development:
- Workshops - Meetings - Follow-ups - Initial group coaching Development led by the R&D unit: - Meetings - Group coaching - Individual coaching - Follow-ups Local test and development: - Local development work and support within organization |
- Action-learning loop for double-loop learning
- Shared mental models - Systems view - Multiple levels, multiple strategies - Structured approach - Flexible and contextualized - Visualized development process - Increase complexity gradually |
Improved knowledge - Of the organizational system and on-going development initiatives (national, regional, local levels) - On change and learning processes Improved competence, ability - To work systematically to support COIL in division and unit (map, identify, analyze, plan, execute, evaluate, sustain) - To analyze and reflect - To support others’ change and learning processes - To choose and use various procedures and instruments to aid change processes - Insights, attitudes, and behavioral changes in line with the new approach Behavioral strategies, work approach - Changed, more systematic, and strategic approach to support COIL |
Division strategy/work approach
- Development towards a common, systematic work approach to facilitate COIL in the participating units Shared knowledge - Common team mental model of what it takes to change behavior and potential approaches to do so in their function and in the division |
Capability
- Improved capability as a division manager; local support function and unit manager to facilitate and support the development of COIL in their organization |
