04637nam 2200661Ia 450 991014569010332120230721031355.01-281-31886-897866113188640-470-69180-80-470-69113-1(CKB)1000000000415344(EBL)350980(OCoLC)476169963(SSID)ssj0000115823(PQKBManifestationID)11141451(PQKBTitleCode)TC0000115823(PQKBWorkID)10032350(PQKB)10121056(MiAaPQ)EBC350980(Au-PeEL)EBL350980(CaPaEBR)ebr10233065(CaONFJC)MIL131886(EXLCZ)99100000000041534420070227d2008 uy 0engur|n|---|||||txtccrBuilding the reflective healthcare organisation[electronic resource] /Tony GhayeOxford ;Malden, MA Blackwell Pub.20081 online resource (257 p.)Description based upon print version of record.1-4051-0589-5 Includes bibliographical references and index.Building the Reflective Healthcare Organisation; Contents; Acknowledgements; Dedication; Preface; Introduction: Mapping out the 'rough ground'; Building the reflective healthcare organisation: asking a question; The power of the positive question; Opening up the book's central question; Re-framing reflective practice as reflective learning; What is a frame?; How framing works in practice; What is r-learning?; The book's basic action steps; What is an action pathway?; Is it enough to know an action's path?; Scaling up reflective learning: some challenges in taking action; RAISEMapping out the 'rough ground'References; Chapter: 1 Action step 1: developing an appreciation of reflective learning; Some conceptions of reflective practice; The evidence-base for action step 1; Some conceptions of reflection; Are definitions of reflective practices important?; Reflections on the failure-to-success spectrum; Some kinds of reflection; Reflection and the complexities of practice; The centrality of the individual; Some aspects of critical kinds of reflection; Linking reflection with learning and practice; Linking reflection with good practiceWhat are some of the habits of reflection?Some frameworks for action; The reflective practitioner; Why are reflective practices important?; Getting organised for engaging in reflective practices; Reflective practices and workplace cultures; Re-framing reflective practices; Moving on and building a new positive core; References; Chapter 2: Action step 2: r-learning as an innovation; Coverage and uptake of innovations; Framing r-learning as an innovation; What makes an innovation successful?; Reflecting on patient safety; Facilitating r-learning at the centre of a cancer care networkWhat do we know about scaling up?What are some of the challenges to scaling up?; Adoption as a staged process: the work of Rogers; Adopting an innovation: the case of an English primary care trust; Innovation as a non-linear dynamic system; The work of Greenhalgh et al. (2004) and a multidisciplinary view; References; Chapter 3: Action step 3: journeying along action pathways-to-scale; What is a pathway-to-scale?; Action pathway: values; Action pathway: conversation; Action pathway: user; Action pathway: leadership; Action pathway: team; Action pathway: network; Summary; ReferencesChapter 4: Action step 4: a force for changeRAISE; Illustrating RAISE in practice; References; Summary; Useful metaphors; The central question; R-learning; Action pathways-to-scale; A force for change; Towards a full-stop; IndexHealthcare organisations have to manage change in order to evolve and improve care. This book explores the use of reflective practice as a practical tool to examine growth and change and to develop an effective health care organisation.Health services administrationReflective teachingOrganizational changeHealth services administration.Reflective teaching.Organizational change.362.1362.1068Ghaye Tony860644MiAaPQMiAaPQMiAaPQBOOK9910145690103321Building the reflective healthcare organisation2040717UNINA