While most of my work has been with established organizations, I've spent the past year exploring how to apply lean skills to new ventures and innovative techniques such as design thinking to established ones.
My dissertation work focused on Kaizen events, short-term, highly focused, action oriented team activities that are most commonly associated with lean management. I was drawn to the cross-functional nature of Kaizen events, and our results showed that cross-functionality is not a hindering (or significantly enhancing) attribute of such teams. Rather, factors like (1) avoiding blame, (2) accepting change, and (3) reviewing performance make the difference over time.
The largest category of my work, I've conducted studies at the hospital level and the health system level in the U.S. and Israel to examine the effectiveness of integrative practices. The key insight: my findings suggest that (1) knowing how your work is connected with others is more important than the integrative mechanism itself and (2) more implementation of integrative practices is not necessarily better.
Example Study 1: Glover, W., Li, Q., Naveh, E., and Gross, M. Improving Quality through Integrative Practices in a Hospital Setting: A Human Systems Integration Approach. (please contact for copy)
As a part of a large project at MIT conducted in partnership with the Military Health System on Post-Traumatic Stress Disorder, I was fascinated by a need to connect care activities both horizontally and vertically. Horizontally meaning across the spectrum of care from accession to final reintegration into society. And vertically meaning from the policy/strategic level to the procedures and activities conducted by actual providers and practitioners.