RELATIONAL COORDINATION RESEARCH COLLABORATIVE

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RELATIONAL COORDINATION RESEARCH COLLABORATIVE Work Process Interventions: Using work process improvement as an opportunity for deeper transformation

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AT THE RELATIONAL COORDINATION RESEARCH COLLABORATIVE we connect practitioners and researchers to help organizations improve the relational dynamics underlying their work processes and redesign their structures to support and sustain new dynamics for cost-effective, high quality outcomes. Concluding our first year, we have 9 organizational partners, 7 professional partners, 4 research center partners, 120 faculty partners and 44 student partners, with founding partners that include Kaiser Permanente, Indiana University Health, The Dartmouth Institute, McArdle Ramerman Center, Salus Global Consulting, MIT Lean Advancement Initiative, Stanford Health Policy and the UT San Antonio Health Science Center. The core concept for RCRC is relational coordination – coordinating work across functional and organizational boundaries through relationships of shared goals, shared knowledge and mutual respect, supported by frequent, timely, accurate, problem-solving communication. Relational coordination is also a validated tool for measuring and analyzing the communication and relationships networks through which work is coordinated across functional and organizational boundaries. This tool can capture coordination among workers (relational coordination), between workers and clients (relational coproduction), and between workers and managers (relational leadership). Prior research has established, in a range of industry settings including healthcare, that the design of organizational structures influences the strength of relational coordination, and that relational coordination in turn predicts quality and efficiency performance as well as customer and worker satisfaction. Building on this prior research, RCRC research seeks to identify interventions that effectively change organizational structures and relational dynamics in order to produce sustainable, cost-effective, high quality outcomes. This research is guided in part by a model called the Relational Model of Organizational Change (Gittell, Schein and Edmondson, 2011), with the following components:

1. Relational Interventions: Using relational mapping, RC measurement, coaching and training to build relational dynamics based on shared goals, shared knowledge and mutual respect

2. Structural Interventions: Redesigning organizational structures to support and sustain these new relational dynamics

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General information

The core concept for the Relational Coordination Research Collaborative is relational coordination – coordinating work across functional and organizational boundaries through relationships of shared goals, shared knowledge and mutual respect, supported by frequent, timely, accurate, problem-solving communication. Relational coordination is also defined as “a mutually reinforcing process of interaction between communication and relationships carried out for the purpose of task integration.” (For this definition, please see here.) Together, these mutually reinforcing relationship and communication ties form the basis for coordinated collective action. Relational coordination is also a validated tool for measuring and analyzing the communication and relationships networks through which work is coordinated across functional and organizational boundaries. This tool can capture coordination among workers (relational coordination), between workers and clients (relational coproduction), and between workers and managers (relational leadership).

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RC Measurement and Analysis, RC Intervention Training, RC Workforce Training, RC Analytic Training

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