Citations

1 https://books.google.de/books?id=K-jNDwAAQBAJ&lpg=PR12&ots=C9b_PPRgu9&dq=%22what%20undermines%20our%20ability%20to%20work%20together%20and%20be%20open%20to%20our%20differences%22&pg=PR12#v=onepage&q=%22what%20undermines%20our%20ability%20to%20work%20together%20and%20be%20open%20to%20our%20differences%22&f=false

2 https://www.theguardian.com/local-government-network/2012/mar/15/breaking-down-barriers-social-media

3 https://www.amazon.co.uk/Speak-Yourself-How-be-Online-ebook/dp/B00YEICTH6

4 https://localgov.digital/events/localgovcamp/localgovcamp-london-2010

5 https://www.youtube.com/watch?v=lnlqxtdAU6c

6 https://www.youtube.com/watch?v=7jEA-iraO6s

7 https://www.gov.uk/guidance/government-design-principles

8 https://service-manual.nhs.uk/design-system/design-principles

“Medicine 2.0 ist die Nutzung spezifischer Web-Tools durch Akteure des Gesundheitswesens (einschließlich Ärzten, Patienten und Wissenschaftlern) unter Anwendung von Open-Source-Prinzipien, der Erzeugung von Inhalten durch Anwender und der Stärken von 164
Netzwerken, um eine personalisierte medizinische Versorgung zu ermöglichen, zusammenzuarbeiten und die gesundheitliche Aufklärung voranzubringen.” Hughes, B. ; Joshi, I. ; Wareham, J.: Health 2.0 and Medicine 2.0: Tensions and Controversies in the Field. In: J Med Internet Res 10 (2008), March, Nr. 3. http:// www.jmir.org/ 2008/ 3/ e2

9 https://ideas.repec.org/p/ess/wpaper/id4357.html

10 “I believe it is impossible to have complete transparency with patients without first developing a strong culture of internal transparency — among all team members, at all levels, on all issues — throughout the health care organization itself.” https://hbr.org/2018/11/building-a-culture-of-transparency-in-health-care

11 https://www.liquidplanner.com/blog/9-ways-promote-transparency-non-transparent-work-culture/

12 “Change processes depend on how openly and tolerantly corporate cultures are practised. Are employees allowed sufficient scope for personal enterprise? Does management practise the openness to change that it preaches? Are people allowed to make mistakes, and can they communicate frankly and openly? This calls for new rules of play and management strategies. Traditional patterns of thought must be revisited to ensure that both in-house employees and external suppliers of knowledge are given the space to unfold their creative talents. Besides the transparency of individual workflows and processes, this also presupposes the implementation of an error (management) culture. Open corporate and communication structures foster creative dynamics, spur enthusiasm for experimentation and boost problem-solving capacities. Networking may possibly lead to a loss of customary responsibilities as external knowledge carriers suddenly start questioning core competencies.Another consequence of open value creation is that (digital) networks with outside agents are becoming more closely knit and hence more complex. Expanded external networks of specialists or customers mean heightened communication and interaction streams, which must bemanaged and evaluated. There is also a growing likelihood of unforeseeable action and reaction.” Thomas F Dapp, 2011. “The Digital Society: New Ways to More Transparency, Participation and Innovation,” Working Papers id:4357, eSocialSciences.

Die größte Hürde … liegt … in dem Verändern von Denkweisen und Einstellungen der Mitarbeiter https://books.google.de/books?id=MOgxBgAAQBAJ&lpg=PA117&dq=change%20management%20universitaet%20rostock&pg=PA13#v=onepage&q=aktive%20kommunikation%20und%20partizipation&f=false

10 https://www.nngroup.com/articles/sympathy-vs-empathy-ux/#:~:text=Definition%3A%20Empathy%20is%20the%20ability,limitations%2C%20reasoning%2C%20and%20goals.

11 Holt, S., Marques, J. Empathy in Leadership: Appropriate or Misplaced? An Empirical Study on a Topic that is Asking for Attention. J Bus Ethics 105, 95–105 (2012). https://doi.org/10.1007/s10551-011-0951-5

12 An extreme example. But the article includes quotes like “emotional dissonance led to reduced flexibility and responsiveness” https://medium.com/@cruisecoders./effects-of-emotions-in-software-development-8cf4beee36b6

13 Chowdhury, Sanjib. “The Role of Affect- and Cognition-Based Trust in Complex Knowledge Sharing.” Journal of Managerial Issues, vol. 17, no. 3, 2005, pp. 310–326. JSTOR, http://www.jstor.org/stable/40604504

14 https://www.schulz-von-thun.de/die-modelle/das-kommunikationsquadrat

15 “Letting go of the ego also means showing vulnerability by having the courage to acknowledge what we don’t know and to ask for collective wisdom. When those around us, team or community, see a balance between our selflessness and honesty, on one hand, and competence and confidence in what needs to be executed, on the other, psychological safety and trust will increase.” https://www.nosm.ca/wp-content/uploads/2020/06/CJPL-COVID-19-Bulletin-12.pdf

16 “Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.” https://www.newyorker.com/tech/annals-of-technology/dont-go-chasing-waterfalls-a-more-agile-healthcare-gov

17 https://www.kotterinc.com/8-steps-process-for-leading-change/

18 Die Ziele des geförderten Beratungsprogramms sind: …

  • kleine und mittlere Unternehmen zu befähigen, auf die vielfältigen betrieblichen Herausforderungen, die die Veränderungen der Arbeits- und Produktionswelt sowie der demografische Wandel mit sich bringen, eigenständig angemessen zu reagieren sowie
  • in den Unternehmen eine Unternehmenskultur zu etablieren, die zur motivations-, gesundheits- und innovationsförderlichen Gestaltung der Arbeits- und Produktionsbedingungen wie auch zur Fachkräftegewinnung und -bindung beiträgt.

Um diese Ziele zu erreichen, setzt unternehmensWert:Mensch auf professionelle Prozessberatung unter Beteiligung der Beschäftigten.” https://www.unternehmens-wert-mensch.de/startseite/

19 Work Out Loud, a blogging network for professionals. It is possible to write a blog and follow others who do without following these guidelines. But for many, the structural approach to opening oneself up to new experiences seems to work https://workingoutloud.com/blog//neu-wol-kreisfhrungen-latest-circle-guides-now-in-german

20 “… Unternehmenskultur zukunftsfähig aufstellen, die Herausforderungen der Arbeitswelt erfolgreich bewältigen und somit innovativ und leistungsfähig bleiben.” https://inqa.de/DE/handeln/inqa-kulturwandel/uebersicht.html

21 http://horizonsnhs.com/school/

22 “Die Zahlen zeigen aber auch klar, dass Tools allein nicht ausreichen, um alle Mitarbeiterinnen und Mitarbeiter mitzunehmen. Knapp zwei Drittel (65,4 Prozent) der Befragten zeigen sich unzufrieden damit, wie ihr Unternehmen diese eingeführt hat. Fehlende Berücksichtigung der konkreten Einsatzszenarien von Mitarbeitern und zu wenig Zeit, sich mit den neuen Tools zu beschäftigen, sind die Hauptkritikpunkte.” https://www.der-bank-blog.de/social-collaboration-unternehmenskultur/fuehrung-und-management/37657367/

23 https://hih-2025.de/

24 For example Deutsche Welle https://www.xing.com/jobs/bonn-produktmanager-redakteur-o365-intranet-senior-59721701