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Learning practice? Exploring the links between transitions and medical performance

Learning practice? Exploring the links between transitions and medical performance Purpose – The aims of this paper are to understand the links between work transitions and doctors' performance and to identify the implications for policy, regulation, practice and research. Design/methodology/approach – The paper explains transitions in terms of the inseparability of learning, practice and performance and introduces the concept of the transition as a critically intensive learning period to draw attention to this phenomenon. It also identifies implications for practice, research and regulation Findings – Drawing on empirical data in relation to prescribing and case management, the paper will show that, in contrast to current assumptions of, understanding about and practice in doctors' transitions, doctors can never be fully prepared in advance for aspects of their work. Originality/value – Transitions are explained in terms of the inseparability of learning, practice and performance and we introduce the concept of the transition as a critically intensive learning period to draw attention to this phenomenon. Also identified are implications for practice, research and regulation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

Learning practice? Exploring the links between transitions and medical performance

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References (45)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777261011088656
pmid
21155432
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aims of this paper are to understand the links between work transitions and doctors' performance and to identify the implications for policy, regulation, practice and research. Design/methodology/approach – The paper explains transitions in terms of the inseparability of learning, practice and performance and introduces the concept of the transition as a critically intensive learning period to draw attention to this phenomenon. It also identifies implications for practice, research and regulation Findings – Drawing on empirical data in relation to prescribing and case management, the paper will show that, in contrast to current assumptions of, understanding about and practice in doctors' transitions, doctors can never be fully prepared in advance for aspects of their work. Originality/value – Transitions are explained in terms of the inseparability of learning, practice and performance and we introduce the concept of the transition as a critically intensive learning period to draw attention to this phenomenon. Also identified are implications for practice, research and regulation.

Journal

Journal of Health Organisation and ManagementEmerald Publishing

Published: Nov 2, 2010

Keywords: Transition management; Doctors; Performance management; Workplace training

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