Quality circle failures in UK manufacturing companies—A study. Part II

This paper presents five case studies of quality circle failures which provide a detailed picture of some of the reasons behind quality circle failures as identified in Part 1 of this study. The results also indicate that it will be easier to implement quality circles if a business is in a stable phase and the probability of success and survival will be higher. However, there is no absolutely right time to introduce quality circles and a company facing severe economic difficulties may be able to achieve a successful programme, but in such cases survival will ultimately depend on maintaining trade union support. It is pointed out that quality circle programmes are able to withstand a high failure rate of individual circles yet still be very successful.     

Procurement process: Decision by exclusion and pairwise comparisons

Two case studies illustrate multicriteria decision making techniques frequently used in procurement practice: least-cost sufficient performance and weighted utility optimization. Both techniques have defects and are rarely robust. Decision by exclusion and pairwise comparisons is proposed as a third approach which eliminates inferior alternatives by generalized forms of minimum performance requirements established under multicriteria framework. It is more robust and maintains high level of accountability.     

Integrating a professional apprenticeship model with psychiatric clinical simulation

In this article, we present a theory-based application of clinical simulation in psychiatric-mental health nursing education. As described by Benner, Sutphen, Leonard, and Day, a three-pronged apprenticeship that integrates intellectual, practical, and ethical aspects of the professional role is critical in the development of practical reasoning in nursing education and training. Clinical encounters are often fraught with ambiguity and uncertainty. Therefore, educating for a practice discipline requires experiential and situated learning. Using the three-pronged experiential model in simulated psychiatric-mental health nursing practice supports the development of critical nursing skills, ethics, and theoretical concepts. A clinical scenario is presented that demonstrates the application of this model of professional apprenticeship in psychiatric-mental health education. Applications of the concept presented may be used in training nurses new to the practice of psychiatric-mental health nursing.     

Diagnostic bias in organizational consultation

This article is intended to improve consultation practice by explaining the significance of models, heuristics, and diagnostic aids in organizational diagnosis. The role of diagnostic models in determining the consultant's frame of reference is explained. Evidence that organizational consultants consciously use diagnostic models is provided by citing two independent studies that revealed about 70% of the consultants reported that a diagnostic model was used. The availability, representativeness, and anchoring heuristics used by diagnosticians are summarized and examples of their use are cited. Readers are warned that bias occurs from misapplying the heuristics. However, guidance on correctly applying the heuristics is provided. The development and improvement of diagnostic expertise is explained from the perspective of learning through education as well as feedback received from clients, colleagues (as shadow consultants and as consulting team members), and self. Thus, written from the perspective of a consultant, the article provides a practical presentation on diagnostic bias, supported by theory and empirical research. It should appeal not only to a consulting constituency (i.e. practicing consultants, consultant trainers, and novice consultants), but also to the large number of potential clients (i.e. organizational decision-makers). Future research directions are discussed in terms of (1) the research that has identified relationships between consultant characteristics (e.g. Jungian constructs) and diagnostic information, and (2) the potential of expert systems in organizational diagnosis.