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Key CMOs
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Definitions
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| CMO 1: Leaders’ capabilities to engage and commit
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Leaders and managers justify changes and set new agendas, influencing organizational behavior and motivation (C).14,15 They inspire creative problem-solving and reflective practices through sense-making practices (M). When coupled with collaborative space, it generates the emergence of profound micro-practices of social sense-making (M2).aThis results in generative processes that motivate and improve management practices (C), thereby harnessing and unleashing frontline staff core capacities.This approach to problem-solving emphasizes the emergent combination of individual competencies, collective capabilities, assets, and relationships that enable a human system to create value. These mechanisms trigger actors' motivation and buy-in (O). |
| CMO 2: Leaders’ capability to balance diversity and coherence
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Transformational leadership and Managerial (C) support also contribute to the creation of supportive organizational culture (C) hallmarked by psychological safety and social cohesion trustfulness, autonomy, tolerance, and a feeling of security (M2). This promotes the perceived autonomy of employees, buy in and ownership (O). Balancing diversity and coherence means the ability to promotes systemic thinking of healthcare staff, stimulates them to develop shared short- and long-term strategies and visions; balance control, flexibility, and consistency; integrate and harmonize plans and actions in complex, multi-actor settings; and cope with cycles of stability and change(C).8
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| CMO 3: Capability to relate and attract support
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Boundary spanners (C) who can form new connections, alliances, or partnerships with others to leverage resources and actions are able to establish credibility with key stakeholders and effectively navigate competition, politics, and power dynamics.16 Interprofessional collaboration within healthcare organizations creates suitable conditions for appropriate knowledge flows (O), sharing of experience (O), idea generation (O), and increasing social cohesion (O). These collaborative informal spaces favor developmental and improvisational learning and creative problem-solving (M).8 These collaborative dynamics are catalyzed by mutual trust (M), shared understanding (M), moral engagement (M), and compatibility of values (M), a pivotal ingredient to maintaining sustainable relationships and collaboration (O)4 and preventing mutual suspicion, competition, and value mismatches.17
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| CMO 4: Individual capabilities to cope with complexity
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When the organizational culture is conducive for staff participation and error trial culture (C), frontline workers are able to adapt to new task, manage multiples task while maintaining accepted levels of performance and sustaining production over time and adapt to changes (O) by engaging in self-sense making processes (M) and shared values (M), developmental and improvisational learning (M). |
