Building the Reflective Healthcare Organisation by Tony Ghaye

By Tony Ghaye

Healthcare firms need to deal with swap with a view to evolve and increase care. This publication explores using reflective perform as a pragmatic instrument to ascertain development and alter and to increase an efficient healthiness care business enterprise.

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Extra resources for Building the Reflective Healthcare Organisation

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Reflective Practice 7(3), 315–32. Johns, C. (2002) Guided Reflection: Advancing Practice. Blackwell Science, Oxford. Johns, C. (2004) Being Mindful, Easy Suffering: Reflections on Palliative Care. Jessica Kingsley Publishers, London. Kahane, A. (2004) Solving Tough Problems: An Open Way of Talking, Listening and Creating New Realities. Berrett-Koehler, San Francisco, CA. Kahneman, D. & Tversky, A. (1979) Prospect theory: an analysis of decision under risk. Econometrica 47, 263–89. , Gray, B. & Elliott, M.

If staff lack trust in things, in each other and in change processes, then they can become suspicious, hostile, half-hearted, anxious or uncertain. When individuals and groups feel this way, it is unlikely that they will allow themselves, emotionally, cognitively or practically, to be caught up in RAISE or any other change process. What is required to achieve this vision is at least: ● ● ● a positive ‘can do’ or ‘will try to’ attitude rather than a (jaded or tired) ‘can’t do’ or ‘it won’t work here’ attitude; a general acceptance that organisational health and wellbeing at work depend on how people feel just as much as what they do; a journey that is survivable even though it may require those involved to change aspects of how they currently feel, think and act.

Fast, accurate, useable, well-managed information (knowledge) systems are required Any action takes energy. Energy management and renewal are important to combat fatigue Challenge 10: re-energise for action (Redwood et al. 1999) Thus far, we have a vision – that of building a reflective healthcare organisation. We know that such an organisation is supported and sustained by four r-learning intentions. We also have six action pathways (or routes) that help us make progress towards achieving this vision.

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