2010
DOI: 10.1001/jama.2010.1864
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A Behavioral and Systems View of Professionalism

Abstract: Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence but rather we have those because we have acted rightly. We are what we repeatedly do. Excellence then is not an act but a habit.

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Cited by 221 publications
(170 citation statements)
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“…Lesser et al . suggest concrete avenues to promote individual and organizational behaviors that align with core values of respect, integrity, pursuit of excellence, and fairness [22]. As we propose to extend their framework to the educational realm, it may mitigate the confusion and uncertainty that medical students expressed in our study regarding what constitutes ‘mistreatment.’…”
Section: Discussionmentioning
confidence: 99%
“…Lesser et al . suggest concrete avenues to promote individual and organizational behaviors that align with core values of respect, integrity, pursuit of excellence, and fairness [22]. As we propose to extend their framework to the educational realm, it may mitigate the confusion and uncertainty that medical students expressed in our study regarding what constitutes ‘mistreatment.’…”
Section: Discussionmentioning
confidence: 99%
“…Such an approach emphasises that demonstrable operationalised capabilities across a number of domains are supported by foundations of knowledge, skills and attitudes (including personal qualities and attributes). Furthermore, the important focus on medical professionalism (Green et al 2010;Lesser et al 2010) has highlighted the role of these personal qualities in laying the foundations of such professionalism during medical school years. For example, the personal quality 'capacity for empathy' is likely to be a necessary component for the demonstration of effective communication skills with patients.…”
Section: Introductionmentioning
confidence: 99%
“…Moreover, the static character of performance management systems negates the highly dynamic nature of performance within professional organizations (De Bruijn 2007, Teelken 2008. Similarly, professional processes are not driven primarily by the managerial objectives that characterize performance management systems, but rather by shared normative standards and cognitive beliefs about performance, on the basis of which professional autonomy is claimed (Frankel 1989, Freidson 2001, Evans and Harris 2004, Lesser, Lucey et al 2010, Vakkuri 2010. Thus, professional objectives and values may lead employees to respond to performance management systems in ways that conflict with the objectives set by the system managers Pandey 2010, May 2011).…”
Section: Conditions Triggering Perverse Effectsmentioning
confidence: 99%