Table 5 Codes from interviews A and B
Aspects derived from PCC | Codes of organisation A | Respondents N = 8 Followed by fragments | Codes of organisation B | Respondents N = 9 Followed by fragments |
|---|---|---|---|---|
Power sharing | Organisation of participation: client council (6 fragments) | A8:6 | Organisation of participation: client council, management team extended with clients and advised by guides, bottom-up signals (13 fragments) | B2:1, B4:5, B6:3, B9:4 |
| Â | Participation in decisions of daily life/ living together: living room meetings in the unit (1 fragment) | A1:1 | Participation in decisions of daily life/ living together: living room meetings in the unit (3 fragments) | B2:2, B9:1 |
| Â | Self-managing teams (3 fragments) | A1:1, A2:1, A3:1 | Self-managing teams (1 fragment) | B6:1 |
Supportive organisational systems | Offering training, tools, coaching (9 fragments) | A1: 2, A2:2, A3:1, A4:1, A6:1, A7:2 | Offering training, tools, coaching (16 fragments) | B1:2, B3:1, B4:1, B5:7, B6:5 |
| Â | Establishing structures for: regulatory requirements, quality measurements, coaches, work schedules (5 fragments) | A1:1, A6:3, A7:1 | Establishing structures for: regulatory requirements, quality measurements, coaches, guides, role models, organisational consultation structure (27 fragments) | B1:4, B2:6, B4:2, B5:6; B6:5, B8:3, B9:1 |
| Â | Role managers: coach, policy making, intervene in case of discrepancies (7 fragments) | A1:1, A2:2, A3:1, A6:1, A7:1, A8:1 | Role managers: support, coach, basis in order, intervene in case of discrepancies (21 fragments) | B2:2, B4:4, B5:8, B6:7 |
| Â | Define vision and core values, communicate these to staff and clients, evaluate these and live by these (19 fragments) | A1:2, A2:5, A3:4, A4:1, A5:3, A6:3, A8:1 | Define vision and core values, communicate these to staff and clients, evaluate these and live by these (31 fragments) | B1:2, B2:4, B3:1, B4:9, B5:5, B6:8, B7:1, B8:1 |
Appropriate skill mix | Team composition: Mix of expertise/ well-trained (4 fragments) | A1:2, A2:1, A3:1 | Team composition: Mix of expertise/ well-trained (11 fragments) | B4:2, B5:2, B6:2, B7:1, B8:4 |
| Â | Sufficient permanent staff: not always possible, turnovers, effort to become a team again and again (12 fragments) | A1:2, A2:1, A4: 1, A7:7 | Sufficient permanent staff: not always possible, turnovers, effort to become a team again and again (7 fragments) | B1:1, B2:1, B4:3, B5:2 |
Potential for innovation and risk taking | Organisational culture: the courage to develop a policy to enhance autonomy in the face of cut government budget (1 fragment) | A2:1 | Organisational culture: the courage to develop a policy to enhance autonomy in the face of cut government budget (2 fragments) | B6:2 |
| Â | Space to regulate: being allowed to make mistakes, to develop, to take initiatives, to plan duty rosters themselves, to budget. (16 fragments) | A1:1, A2:6, A3:1, A6:2, A7:7 | Space to regulate: being allowed to make mistakes, to develop, to take initiatives, to plan duty rosters themselves, to budget. (21 fragments) | B1:3, B2:5, B3:2,B4:2, B5:2, B6:5, B8:2 |
| Â | Expectations of care technology: maintaining autonomy (1 fragment) | A6:1 | Expectations of care technology: ADL, electronic care record, medication administration, mobility (5 fragments) | B4: 4, B6:1 |
| Â | Increasing choice: when to get up, when to eat, when to drink, choice for activities (12 fragments) | A1:4, A2:1, A5:2, A6:2, A7:1, A8: 2 | Increasing choice: when to get up, when to eat, when to drink, choice for activities (15 fragments) | B2:6, B3:1, B6:2, B7:5, B9:1 |
The physical environment | Adjusting to needs (6 fragments) | A1:2, A2:2, A5:1, A7:1 | Adjusting to needs (5 fragments) | B1:3, B3:1, B4: 1 |
| Â | Increase freedom of choice: decorate own room (2 fragments) | A5:1, A7:1 | Increase freedom to go outside: do residents have an own or lend key to enter the building (1 fragment) | B2:1 |
| Â | Limited choice to move to a preferred nursing home due to waiting lists (1 fragment) | A5:1 | Â | Â |
Effective staff relationships | Â | Â | Dilemma as a staff member: working together as a team, working with a manager who does not want to go along with the policy? (3 fragments) | B1:1 B2:2 |
| Â | Â | Â | Role of managers: do they actually want to share power? (2 fragments) | B2:2 |
Shared decision- making systems | Setting boundaries: professional code (1 fragment) | A5:1 | Setting boundaries: professional code (2 fragments) | B6:1, B8:1 |