Developing learning organisations in the new NHS
Developing learning organisations in the new NHS
复制标题
DOI：
10.1136/bmj.320.7240.998
复制
发表时间：
2000-04-08
影响因子：
--
通讯作者：
Nutley, SM
中科院分区：
文献类型：
--
作者：
Davies, HTO;Nutley, SM
政府的质量战略为新的国民保健制度描绘了一幅大胆的蓝图。它体现了这样一种观点，即管理组织文化与改进学习（尽管受到密切的外部监督）将在业绩方面取得重大进展。公开宣称的目标是“在国民保健制度中创造一种庆祝和鼓励成功和创新的文化.一种承认.承认和从过去的错误中学习的文化。”虽然学习是由个人承担和发展的，但组织安排可以促进或抑制这一过程。个人工作的组织文化塑造了他们对学习过程的参与。更重要的是，组织是否能够以及如何利用其个人成员所取得的学习成果，这是一个严重的问题。因此，虽然持续专业发展长期以来一直是国民保健制度的一部分，但其他部门的证据表明，学习需要发挥更重要的作用。将学习定位为核心特征的组织被称为“学习型组织”，2-4这一概念在组织发展的背景下非常重要。5
The government's quality strategy represents a bold blueprint for the new NHS. It embodies the view that managing the organisational culture in tandem with improved learning (albeit overseen by close external monitoring) will deliver substantial gains in performance. The avowed aim is “to create a culture in the NHS which celebrates and encourages success and innovation… a culture which recognises… scope for acknowledging and learning from past mistakes.” 1Although learning is something undertaken and developed by individuals, organisational arrangements can foster or inhibit the process. The organisational culture within which individuals work shapes their engagement with the learning process. More than this, there are serious questions about whether and how the organisation can harness the learning achieved by its individual members. Thus, although continuing professional development has long been a part of the NHS, evidence from other sectors suggests that learning needs to take a more central role. Organisations that position learning as a core characteristic have been termed “learning organisations,” 2–4 and this concept is an important one in the context of organisational development. 5