Lean and learning: action learning for service improvement

Lean and learning: action learning for service improvement Purpose – The purpose of this paper is to examine questions concerning service improvement and the possible contribution of action learning as a means of bringing about both personal and organisational development. A second companion paper deals with the facilitation issues in this context (submitted to Leadership in Health Services , December 2007). Design/methodology/approach – This research reports on the experiences of participants on a leadership development programme, who were seeking to effect service improvements in their professional domains. Data were collected via telephone interviews, focus groups, action learning sets and a world cafe event. Findings – The paper concludes that the definition of “service improvement” is multiple and problematic. It concludes that action learning and service improvement can be natural partners but only if the action learning design is crafted to the specifics of the context. Research limitations/implications – This case study was developed at a time of great turmoil in the NHS. The findings may be taken as indicative and instructive rather than reproducible. Practical implications – NHS service improvements are failing to keep pace with targets due to an over‐reliance on centrally initiated programmes and a deficit in local efforts. NHS and other managers will find this paper useful to help them bring about service improvements at local level. Originality/value – As far as the authors know there are no other published accounts of service improvement initiatives developed via action learning. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

Lean and learning: action learning for service improvement

Leadership in Health Services, Volume 21 (2): 12 – May 2, 2008

Loading next page...
 
/lp/emerald-publishing/lean-and-learning-action-learning-for-service-improvement-0n1Y9k2gnF
Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-1879
DOI
10.1108/17511870810870538
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine questions concerning service improvement and the possible contribution of action learning as a means of bringing about both personal and organisational development. A second companion paper deals with the facilitation issues in this context (submitted to Leadership in Health Services , December 2007). Design/methodology/approach – This research reports on the experiences of participants on a leadership development programme, who were seeking to effect service improvements in their professional domains. Data were collected via telephone interviews, focus groups, action learning sets and a world cafe event. Findings – The paper concludes that the definition of “service improvement” is multiple and problematic. It concludes that action learning and service improvement can be natural partners but only if the action learning design is crafted to the specifics of the context. Research limitations/implications – This case study was developed at a time of great turmoil in the NHS. The findings may be taken as indicative and instructive rather than reproducible. Practical implications – NHS service improvements are failing to keep pace with targets due to an over‐reliance on centrally initiated programmes and a deficit in local efforts. NHS and other managers will find this paper useful to help them bring about service improvements at local level. Originality/value – As far as the authors know there are no other published accounts of service improvement initiatives developed via action learning.

Journal

Leadership in Health ServicesEmerald Publishing

Published: May 2, 2008

Keywords: Action learning; Service improvements; National Health Service

References

  • Self‐transcending knowledge: sensing and organizing around emerging opportunities
    Scharmer, C.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off