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Applied Value of Psychology to Organisations - Coggle Diagram
Applied Value of Psychology to Organisations
Organisational Psychology
Organisational Psychology
Performance of people at work
Increase effectiveness of organisation & job satisfaction of employees
Civil service & consultancy
Civil Service & Consultancy
Organisational tend to work in consultancy
Occupational tend to work in civil service & NHS
Occupational Psychology
Protected title
Must have chartership w. BPS
Performance
Work w. groups & individuals, & organisational behaviour
Applying coaching
Coaching
Career
Executive
Support w. change & development
Increase Effectiveness
Ergonomics
HRM
Personnel
Skills
Time management
Health & wellbeing
Selection & assessment
BPS certificate that mean can deliver assessments & feedback
Changes
AI impact
Anxiety about what means for jobs
Ability to enhance work
Applying Organisational Psychology
Borrowed from almost every other area of psych
Generalist as have to have understanding of many areas
But can specialise & hone skills in one area
Areas
Health psychology
How people are at work
What people take home with them
How impact mental & physical health
Personality psychology
Social psychology
Leadership
Group behaviour
Developmental
Span of ages in workforce
Discrimination against older & younger employees
Cognitive & neuropsych
Increase understanding around neurodiversity & support
Research methods
Underpin everything done in psychology
Resistance Points
Working w. diff stakeholders
Understanding theory
Use of measures that have been tested
Implementing findings
Scientist-Practitioner Model
Scientist-Practitioner Model
Apply theory in practical way
Able to read, digest, & translate research
Able to combine w. other types of evidence to form rounded solution
Using evidence to make decisions based on sound knowledge & understanding
Research methods is unique selling point
Research
Read paper & condense it
Pick out key areas of value to organisation
Apply Theory
Translate theory into something organisation care about
Help understand team dynamics & workplace identity
How theory can help business
Combine Evidence
Synthesise & understand differences in quality of diff types evidence
Using Evidence
Use evidence to help organisation form solution
Challenges in Practice
Apply theory to practice
But organisations have own targets/views/practices
What divides priorities
Theory difficult to digest
Research methods not well understood
Evidence-based practice
What means for organisation vs psychologist
Accessing samples
Extra Challenges
Change approach w. problem/decision/business
Not all solutions found
Organisation set in ways
Change Approach
Not know what get until there
How to stay on top of changes in field
How research changing
Not All Solutions Found
Solutions can be niche
Organisation not adopt solution anyway
Example: Niche Solution
Lifts too slow
Add mirror to lift to occupy attention
Organisation Set in Ways
Must provide enough evidence & go back to more evidence/stronger case can win over
Ultimately not person who makes decision
Sometimes have to wait for change of leadership
Understand person dealing w. & evidence they like
Set in ways like anecdotal (similar person who made change)
Apply Theory to Practice
Practice comes outside vacuum of H.E.
Battle other things
Must understand organisation goals & apply to defence case
Battle
Existing practices
Leadership views
Organisational targets
Theory Difficult to Digest
Not scientific background makes academic paper virtually inaccessible
Should use skills to digest down
Research Methods Not Well Understood
May have person w. no training in any stat methods
Must write in way that non-specialist audience can read & understand
Better you understand, better you can translate into something easier to understand
Evidence-Based Practice
Requirements & approach differ w. organisation
But what them & you mean by evidence can be far
Should have conversation about organisation understanding & meaning of evidence
Gut feel vs academic papers
Accessing Samples
Challenging if carrying out own research
Hurdles to overcome
Convince organisation to speak to employees & hear what they are saying
But their & your idea of listening & interpretation of what saying can differ
Know is problem & afraid of that getting out
Find balance of evidence & gut feeling
Define boundary of scientist & practitioner
Benefit of Psych
People do business w. people
Not ideas/things/money
Psychology understand people
Attitudes
Influences
Behaviour
Applying to Real World
Practical Cycle (BPS)
Issue identification
Organisations or w. help of psychologust
Consult w. organisation
Aims/targets/history/needs
Need for research
Evidence to drive practice
People focused solutions
Implementation & evaluation
Issue Identification
Organisation will say have particular issue
Must determine how accurate issue is & determine the actual issue
Often do something slightly different
Best position to work w. organisation to identify issue
Got in there early
Consult w. Organisation
Consultation w. decision-makers
Want to speak w. people 'on the ground' (actual workers)
Understand what it is they need
What organisation want to achieve
Need for Research
Find evidence need to support decision/solution will put forward
Types of Issue
Development
Coaching
Leadership
People-Focused Solution
Is people issue
Implement & deliver
Physically deliver
Hand over for organisation to deliver
Responsible for evaluating
Return to evaluate
Build evaluation into hand over & come back to check up
Evidence-Based Practice
Most challenging
Use variety of evidence sources to identify problem & solution
What counts as evidence
Implement practical solution
How can ensure this
Evaluate impact of solution
How & what next
Challenging
Find appropriate resources
Quality assessment of evidence
What Count as Evidence
Academic papers & articles
If still have access (need open access/organisation or BPS available)
Anecdotal
Anything published about organisation/similar other organisation
News
Social media
Accredited & reputable news reporting
History of company
Speaking to senior roles
Company own site
Own company data
Internal data (recorded through HR)
Practitioner reports from accredited societies
Similar Other
Size
Sector
Aims
Benefit of Published About
Insight into organisation
HR Data
Sickness
Turnover
Benefit of History of Company
Show how view selves & speak about selves
Branding is how present selves
Accredited Societies
BPS
APB
Chartered management
Success of Implementing Practical Solution
Follow-up survey
Enjoyment
If did anything
If organisation using then is probably practical
Practical Project Management Cycle
Easier for organisations to comprehend
Plan
Do
Study
Act
Plan
Consultation, speak to people, research
Do
Implementation
Study
Evaluation
Better/worse & understand why
Act
Most organisations never get around to
Important to build this into handover & evaluation
Stop, start, continue
If it works should it be rolled out/done differently/stay as is
If doesn't work should it be stopped/should it be reconsidered & new resolution found
Initial Steps
Find out about organisation & issue at hand
Literature/evidence review
What evidence exists
Present state of play to organisation
Suggest possible solution
Implementation & evaluation
Report & dissemination
Source of Info
CEBMa
Also access to academic journal
Determine if on Right Track
Present back the research
What identified issue is (if diff to what told)
If can present evidence & some solutions
Organisation will inform if solutions are possible to implement
Build into timeline the implementation, evaluation, report & dissemination
If not works as thought can give more solutions (and can negotiate contract w. company if freelance)
Real World Example: Kent Fire Service
Issue
Problem w. rigging en-route, how to change behaviour
Expanded on problem
Not wearing seatbelts when wearing breathing equipment
Policy says no rigging en-route but policy being ignored
No policy being ignored
Addressing Potential Issues
How many fire personnel injured when not wearing seatbelt
No instances
What happens w. rigging en-route
Done because stations laid out so can get to anywhere in ground w/in. 8 minutes so can leave in matter of seconds to respond quicker & prevent people running in when them not busy
But rigging en-route in policy
Can of worms about no. policies, have one laptop in entire crew, not allowed to have documents printed and laying around, not prepared to give more laptops or policy access
What Determine
Seatbelts not an issue
Rigging en-route understandable
Response times
Public perception
Policy showed was disconnect between operational & non-operational roles
Final Issue
Was a huge cultural shift w. change
Management move on
Firefighters still coping w. change
Service Dynamics
Pride in own service & location w. element of competition
Taking away county logo took away their identity
Watches like creating families w. set roles that knew, understood, & trusted crew
Self-roster broke up tight knit groups
Firefighters didn't want change & weren't included in changes
Issue on top of problems that management 'did to them'
Evidence Sources
Organisational data
Theory/previous research
Speaking to experts
Speaking to end user
First Step
Went to 6 stations for focus groups
Found out many issues in stations
None related to rigging en-route
Policy
Each policy documents ~30 pages w. min daily updates
Staff turnover & procurement changes
Poor management
Unqualified staff where too old firefighters given non-operational toles
Issue
Crew can have long periods of time off
Come back & have many document changes when diff people in station got through diff amounts of policies
If not done send email
To person who doesn't have access to emails
Public Experience
Supported view that firefighters should not sort out equipment when there
Negative attitude to firefighters
People would enter building to fight fire themself
Resolution
Rigging en-route should be ignored
Potential risks & issues by resolving issue
Corporate shadow stations & have to do it regularly
Asked if could move C & B to station but that not happen
Hijack other projects
Two days a year all non-operational go to station watching do jobs & sharing how their did jobs
C & B insurance to shadow actual callount
Impact
Dramatic but not immediate shift in relationship
Operational able to communicate & air issues face-to face
Policies printed out & talked about in meetings
Corporate happy as policy being read
Firefighters happy as feedback about good and bad things of policy change