Building the Reflective Healthcare Organisation / Edition 1

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Building the Reflective Healthcare Organisation explores the use of reflective practice as a practical tool to examine growth and change, identify key priorities and develop an effective healthcare organisation. It draws on a wide range of evidence to demonstrate how to build a reflective healthcare organisation and highlights benefits that arise for individual staff, organisations as a whole and users of healthcare services. At the core of the book are appreciative conversations, creative interactions and supportive relationships.

Building the Reflective Healthcare Organisation describes six pathways to success. It addresses subjects such as linking values with action, using the power of positive questions, turning point leadership, appreciative knowledge sharing and learning from service user experiences. Building the Reflective Healthcare Organisation guides readers through the processes of reflecting, appreciating, interacting, strategising and energising. Reflects on organisational learning as a means to developing healthcare, Examines organisational values and priorities, Demonstrates how to link reflective learning with organisational development, Explores how innovations can be spread and sustained in organisations, Draws on a wide range of examples from healthcare organisations, Aimed at healthcare managers, staff responsible for workforce and organisational development and those following CPD programmes of study, Written by an authority in reflective practice.

About the Author:
Tony Ghaye is an organisational strategist, the editor of the Reflective Practice journal and Chief Operating Officer of the international Institute of Reflective Practice-UK inGloucestershire

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Product Details

  • ISBN-13: 9781405105897
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 11/28/2007
  • Edition number: 1
  • Pages: 256
  • Product dimensions: 6.85 (w) x 9.70 (h) x 0.62 (d)

Meet the Author

Professor Tony Ghaye is a key player in reflective practice. He is editor of the Reflective practice journal for Carfax Publishing /Taylor and Francis and Chief Operating Officer of The International Institute of Reflective Practice-UK in Gloucestershire. He is also visiting Professor at LuleƄ University of Technology, Sweden.
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Table of Contents

Acknowledgements     vii
Dedication     viii
Preface     ix
Introduction: Mapping out the 'rough ground'     1
Building the reflective healthcare organisation: asking a question     2
The power of the positive question     4
Opening up the book's central question     5
Re-framing reflective practice as reflective learning     9
What is a frame?     9
How framing works in practice     10
What is r-learning?     14
The book's basic action steps     17
What is an action pathway?     18
Is it enough to know an action's path?     20
Scaling up reflective learning: some challenges in taking action     20
RAISE     24
Mapping out the 'rough ground'     25
References     27
Action step 1: developing an appreciation of reflective learning     29
Some conceptions of reflective practice     30
The evidence-base for action step 1     30
Some conceptions of reflection     32
Are definitions of reflective practices important?     41
Reflections on the failure-to-success spectrum     42
Some kinds of reflection     44
Reflection and the complexities of practice     49
The centrality of the individual     51
Some aspects of critical kinds of reflection     53
Linking reflection with learning and practice     57
Linking reflection with good practice     59
What are some of the habits of reflection?     60
Some frameworks for action     61
The reflective practitioner     63
Why are reflective practices important?     67
Getting organised for engaging in reflective practices     68
Reflective practices and workplace cultures     69
Re-framing reflective practices     74
Moving on and building a new positive core     77
References     86
Action step 2: r-learning as an innovation     91
Coverage and uptake of innovations     92
Framing r-learning as an innovation     94
What makes an innovation successful?     96
Reflecting on patient safety     100
Facilitating r-learning at the centre of a cancer care network     116
What do we know about scaling up?     125
What are some of the challenges to scaling up?     126
Adoption as a staged process: the work of Rogers     127
Adopting an innovation: the case of an English primary care trust     129
Innovation as a non-linear dynamic system     132
The work of Greenhalgh et al. (2004) and a multidisciplinary view     135
References     138
Action step 3: journeying along action pathways-to-scale     142
What is a pathway-to-scale?     143
Action pathway: values     145
Action pathway: conversation     161
Action pathway: user     172
Action pathway: leadership     190
Action pathway: team     199
Action pathway: network     208
Summary     214
References     215
Action step 4: a force for change     220
RAISE     220
Illustrating RAISE in practice     221
References     234
Summary     235
Useful metaphors     235
The central question     235
R-learning     235
Action pathways-to-scale     235
A force for change     236
Towards a full-stop     237
Index     239
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