The researchers then pinpoint which plan is best suited for which type of organization, based on how equipped the organization is to detect and react quickly to infections. Working with Andrea Galeotti of London Business School and Jakub Steiner of the University of Zurich, Ely uses mathematical models to simulate several possible rotation schedules. New research from Ely and colleagues provides concrete guidance to organizations grappling with these questions. Leaders are therefore left guessing about even the most basic decisions, such as how frequently they should rotate between groups-daily, weekly, monthly? And are these schemes even worth the effort in large organizations, since some intermixing between the rotation groups is virtually inevitable? “When you don’t know whether an infection has started in an organization-and if it has, how far along it’s progressed-you can still try to manage the spread of this invisible potential infection by controlling who interacts with whom,” says Jeffrey Ely, a professor of managerial economics and decision sciences (courtesy) at the Kellogg School, who is also a professor of economics at Northwestern.īut as appealing as rotation plans may seem, public health officials have said little about how organizations should implement them.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |