Volume 23, Issue 3 (11-2024)
jhosp 2024, 23(3): 280-303 |
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Vahabzadeh Moghadam F S, Vedadi A, Daneshfard K A. Presenting Fearless Organization Model in Iran's Healthcare System. jhosp 2024; 23 (3) :280-303
URL: http://jhosp.tums.ac.ir/article-1-6704-en.html
URL: http://jhosp.tums.ac.ir/article-1-6704-en.html
1- Ph.D, Student in Public Administration, Department of Public Administration Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran.
2- Associate Prof, Department of Public Administration, Faculty of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran. *Corresponding Author Email: ahvedadi@gmail.com
3- Prof, Department of Public Administration, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran.
2- Associate Prof, Department of Public Administration, Faculty of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran. *Corresponding Author Email: ahvedadi@gmail.com
3- Prof, Department of Public Administration, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran.
Abstract: (28 Views)
Background and purpose: A fearless organization fosters psychological safety, ensuring that every member feels secure to express concerns, ask questions, or share mistakes without fear of humiliation, ridicule, or punishment. This research aims to introduce the Fearless Organization Model in Iran's healthcare sector, with a focus on the Ta’amin Ejtemaie hospitals.
Methods: This research employs a mixed-methods approach. In the qualitative phase, methods such as meta-synthesis, expert Delphi, and Shannon’s entropy were used to identify the components of a fearless organization. The quantitative phase involved structural equation modeling (using surveys distributed among the staff of Ta’amin Ejtemaie hospitals in Tehran) to validate the research model.
Results: The Fearless Organization Model consists of two main dimensions: “Behavioral” and “Structural.” The behavioral dimension includes "managers' behavioral components" and "employees' behavioral components." The structural dimension includes "organizational components," "human resource components," and "environmental components." Key characteristics of a fearless organization include: creating psychological security, openness, transparency, accountability, humble listening, quick employee feedback, learning from mistakes, encouraging knowledge sharing, avoiding silence, and promoting open communication. Effective response systems and coherent organizational structures for extracting ideas and concerns, as well as fostering a supportive culture, are essential.
Conclusion: The findings of this study emphasize the importance of addressing both behavioral and structural dimensions in creating a fearless organization. However, the behavioral dimension plays a more significant role than the structural one. Within the behavioral dimensions, "employee behavior" is the most crucial factor. Managers should focus on cultivating behaviors that promote security and openness within the organization. This research can serve as a foundation for further studies on the drivers and barriers to establishing fearless organizations in different contexts.
Methods: This research employs a mixed-methods approach. In the qualitative phase, methods such as meta-synthesis, expert Delphi, and Shannon’s entropy were used to identify the components of a fearless organization. The quantitative phase involved structural equation modeling (using surveys distributed among the staff of Ta’amin Ejtemaie hospitals in Tehran) to validate the research model.
Results: The Fearless Organization Model consists of two main dimensions: “Behavioral” and “Structural.” The behavioral dimension includes "managers' behavioral components" and "employees' behavioral components." The structural dimension includes "organizational components," "human resource components," and "environmental components." Key characteristics of a fearless organization include: creating psychological security, openness, transparency, accountability, humble listening, quick employee feedback, learning from mistakes, encouraging knowledge sharing, avoiding silence, and promoting open communication. Effective response systems and coherent organizational structures for extracting ideas and concerns, as well as fostering a supportive culture, are essential.
Conclusion: The findings of this study emphasize the importance of addressing both behavioral and structural dimensions in creating a fearless organization. However, the behavioral dimension plays a more significant role than the structural one. Within the behavioral dimensions, "employee behavior" is the most crucial factor. Managers should focus on cultivating behaviors that promote security and openness within the organization. This research can serve as a foundation for further studies on the drivers and barriers to establishing fearless organizations in different contexts.
Keywords: Fearless Organization, Psychological Safety, Iran's Healthcare, Structural Equation Modeling
Type of Study: Original Article |
Subject:
مدیریت منابع انسانی در بیمارستان
Received: 2024/11/6 | Accepted: 2025/02/20 | Published: 2025/03/12
Received: 2024/11/6 | Accepted: 2025/02/20 | Published: 2025/03/12
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