Facilitating coordination improvement efforts in cross-functional process development programs

Business process improvement is a common approach in increasing the effectiveness of an organization. It can be seen as an effort to increase coordination between units. Process improvement has proved to be challenging, and most management consultation firms facilitate organizations in this kind of initiatives. Cross-functional improvement is one of the main areas for internal consultants as well. However, the needs, challenges and means of cross-functional help have been rarely discussed in the literature. The objective of this thesis is on one hand to present a conceptual and descriptive framework to help understand the challenges of facilitating coordination improvement efforts in cross-functional improvement programs, and on the other hand to develop and test feasible solutions for some facilitation situations. The research questions are: 1. Why and in what kind of situations do organizations need help in developing coordination in cross-functional processes? 2. How can a facilitator help organizations in improving coordination to develop cross-functional processes? The study consists of two parts. The first part is an overview of the dissertation, and the second part comprises six research publications. The theoretical background for the study are the differentiation causing challenges in cross-functional settings, the coordination needed to improve processes, change management principles, methods and tools, and consultation practises. Three of the publications introduce tools for helping in developing prerequisites, planning responsibilities and supporting learning during the cross-functional program. The three other papers present frameworks to help understand and analyse the improvement situation. The main methodological approaches used in this study are design science research, action research and case research. The research data has been collected from ten cases representing different kinds of organizations, processes and developing situations. The data has been collected mainly by observation, semi-structured interviews and questionnaires. The research contributes to the rare literature combining coordination theories and process improvement practises. It also provides additional understanding of a holistic point of view in process improvement situations. The most important contribution is the addition to the theories of facilitating change in process improvement situations. From the managerial point of view, this study gives advice to managers and consultants in planning and executing cross-functional programs. The main factors increasing the need for facilitation are the challenges for differentiation, challenges of organizational change in general, and the novelty of initiatives and improvement practices concerning process development. Organizations need help in creating the prerequisites to change, in planning initiatives, easing conflict management and collaboration between groups, as well as supporting the learning of cross-functional improvement. The main challenges of facilitation are combining the different roles as a consultant, maintaining the ownership for the improvement project with the client, and supporting learning in the client organization.

Implementing The KiVa Antibullying Program: What Does It Take?

There is variation in how teachers and schools implement bullying prevention programs. Although this variation has been discussed, there has been little empirical research concerning the relationship between implementation fidelity and program outcomes. This thesis contains three studies, each of them in the context of implementing the KiVa antibullying program, and examines teachers’ actions in preventing and intervening in school bullying. The first aim of this thesis is to examine implementation degree of the KiVa curriculum and its’ association with reductions in victimization and bullying perpetration (Study I). The second aim is to clarify why teachers displayed different degrees of adherence to the KiVa curriculum during a school year (Study II). Thirdly, it is investigated whether recognizing victimization can be difficult for school staff (Study III). In addition to these peer-reviewed studies, the thesis includes a qualitative analysis (unpublished) of the teachers’ open answers concerning their implementation experiences. The data were collected from elementary school teachers (Studies I–II; the unpublished study), elementary school students (Study I), and students on the elementary and middle school levels (Study III) during the evaluation of the effectiveness of KiVa antibullying program between 2007 and 2009. The findings demonstrate that a larger reduction in victimization can be achieved in classrooms where teachers display higher levels of adherence to the KiVa curriculum and invest more time for preparing the lessons. Bullying perpetration, however, was not equally affected by the level of curriculum implementation. With respect to the implementation process over one year, there was significant variation between individual teachers’ activity—ranging from systematic and high implementation to declining delivery from lesson to lesson. The sustained actions (high and moderate levels of implementation) were premised on principal support for antibullying work. Lesson preparation was associated with keeping implementation high throughout the school year. The findings also implied that the belief in the effectiveness of the program is important for a higher implementation degree at starting point of the process. Finally, there are severe flaws in teachers’ ability to identify students who are victimized. As it turns out, it is possible that only one-fourth of chronically victimized students are helped by the school staff. Especially when the victims are middle-school-aged girls, when they bully others themselves, or when they do not tell adults about bullying, reaching out for them is difficult. Implementation and dissemination of research-based interventions will take a good deal of time and effort. The findings demonstrate that active implementation is important for improving program outcomes. They also show how implementation can be sustained—there are both individual and interpersonal factors that facilitate or inhibit high-quality implementation. Thus, implications for future research regarding the implementation of school-based programs are suggested.