Approaches to the longstanding challenges of 'integrating' subject-based and work-based knowledge have typically focused on questions of how learning can be 'transferred' from one setting to another, relating the assumed 'abstract' nature of theory to the assumed 'real' nature of practice. This is often seen as a single movement as encapsulated in the term 'from theory to practice'. The authors have developed a fresh approach that concentrates on different forms of knowledge and the ways in which these are contextualised and 're-contextualised' in movements between different sites of learning in colleges and workplaces. While the research has been carried out in a range of professional fields outside nursing, the arguments put forward by the authors are relevant to continuing debates within nursing around the theory-practice gap. The aim has been to explore how the subject-based and work-based aspects of a curriculum or learning programme can articulate with one another more effectively. The potential of the 're-contextualisation' approach for nurse education is outlined, with a view to further research. The original research was sponsored by the London Chamber of Commerce and Industry Commercial Education Trust and the Economic and Social Research Council Teaching and Learning Research Programme.
This article draws upon research in the field of Cultural Historical Activity Theory in order to provide a new theoretical and methodological framework for analysing work experience and identifying the social and cultural practices which support the production of new knowledge. In doing so, it builds upon recent work (Griffiths et al, 2001; Guile & Griffiths, 2001) which has explored knowledge development and learning, raising questions for research, policy and practice. The article describes the potential of a ‘connective model’ of learning as a way of reformulating and addressing questions of learning and knowledge development in and between different contexts. There are, for example, implications for the idea and development of ‘work process knowledge’.
Many approaches to learning rely on behaviourist and individualist assumptions, are dependent on transmission pedagogies or are associated with cognitive science accounts of expertise. Drawing upon recent developments in activity theory that have resulted in learning new interpretations of the 'zone of proximal development' and the emergence of the idea of 'learning as a form of social practice', this paper proposes an entirely different perspective on learning. It argues that the idea of apprenticeship can be reconceptualised to provide the basis for a more inclusive social theory of learning. It explores how far new pedagogic criteria will have to be developed that might constitute the basis for such a theory of 'reflexive learning', and identifies the possible implications of this approach to learning for a number of current concerns in vocational education and training, for example, lifelong learning, collaborative/ transformative learning and knowledge production.
Case studies in two typical UK veterinary practices were undertaken to explore teamwork, including interprofessional working. Each study involved one week of whole team observation based on practice locations (reception, operating theatre), one week of shadowing six focus individuals (veterinary surgeons, veterinary nurses and administrators) and a final week consisting of semistructured interviews regarding teamwork. Errors emerged as a finding of the study. The definition of errors was inclusive, pertaining to inputs or omitted actions with potential adverse outcomes for patients, clients or the practice. The 40 identified instances could be grouped into clinical errors (dosing/drugs, surgical preparation, lack of follow-up), lost item errors, and most frequently, communication errors (records, procedures, missing face-to-face communication, mistakes within face-to-face communication). The qualitative nature of the study allowed the underlying cause of the errors to be explored. In addition to some individual mistakes, system faults were identified as a major cause of errors. Observed examples and interviews demonstrated several challenges to interprofessional teamworking which may cause errors, including: lack of time, part-time staff leading to frequent handovers, branch differences and individual veterinary surgeon work preferences. Lessons are drawn for building better veterinary teams and implications for Disciplinary Proceedings considered.
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