Clinical governance and the learning organization

Wilkinson, Joyce; Rushmer, Rosemary; Davies, Huw

doi:10.1046/j.1365-2834.2003.00435.x

Cited by 32 publications

(22 citation statements)

References 18 publications

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“…Table 3 shows the importance of CG dimensions in both groups of hospitals. Organizational learning received the highest rank in both hospitals which it gives support to some similar studies stressing this point (35,36). Figure 2.…”

Section: Cg= Clinical Governancesupporting

confidence: 75%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

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Background: Quality of health services is one of the most important factors for delivery of these services. Regarding the importance and vital role of quality in the health sector, a concept known as "Clinical Governance" (CG) has been introduced into the health area which aims to enhance quality of health services. Thus, this study aimed to assess private and public hospitals' readiness to implement CG in Iran. Methods: This descriptive and cross-sectional study was carried out in 2012. Four hundred thirty participants including doctors, nurses, diagnostic departments personnel, and support staff were chosen randomly from four hospitals (equally divided into private and public hospitals). Clinical Governance Climate Questionnaire (CGCQ) was used for data collection. Finally, data were entered into the SPSS 18 and were analyzed using statistical methods. Results: Among the CG dimensions, "organizational learning" and "planned and integrated quality improvement program" scored the highest and the lowest respectively for both types of hospitals. Hospitals demonstrated the worst condition with regard to the latter dimension. Furthermore, both types of hospitals had positive picture regarding "training and development opportunities". Private hospitals scored better than public ones in all dimensions but there was only a significant difference in "proactive risk management" dimension between both types of hospitals (P< 0.05). Conclusion: Hospitals' readiness for CG implementation was "average or weak". In order to implement CG successfully, it is essential to have a quality-centered culture, a culture specified by less paperwork, more selfsufficiency, and flexibility in hospitals' affairs as well as centring on shared vision and goals with an emphasis on continuous improvement and innovation.

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Section: Cg= Clinical Governancesupporting

confidence: 75%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

View full text Add to dashboard Cite

show abstract

“…A learning organization is defined as an organization that exhibits adaptability, learns from mistakes, explores situations for development, and optimizes the contribution of its personnel (Wilkinson, Rushmer, & Davies, 2004). Senge outlined five personal disciplines that are key features of a learning organization: system thinking, personal mastery, mental models, shared vision, and team learning (Senge, 1990).…”

Section: Learning Organizationmentioning

confidence: 99%

A learning organization in the service of knowledge management among nurses: A case study

Gagnon

Payne-Gagnon²,

Fortin

et al. 2015

International Journal of Information Management

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Please cite this article in press as: Gagnon, M. -P., et al. A learning organization in the service of knowledge management among nurses: A case study. International Journal of Information Management (2015), http://dx. a b s t r a c tIt becomes critical for health care organizations to develop strategies that aim to design new work practices and to manage knowledge. The introduction of learning organizations is seen as a promising choice for better knowledge management and continuing professional development in health care. This study analyzes the effects of a learning organization on nurses' continuing professional development, knowledge management, and retention in a health and social services centre in Quebec, Canada. The learning organization seemed to affect daily nursing work in a positive manner, despite its variable impact on other professionals and other sites outside the hospital centre. These changes were particularly pronounced with respect to knowledge transfer, support for nursing practices, and quality of health care, objectives that the learning organization had sought to meet since its inception. However, it seemed to have a limited effect on nurse retention.

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“…The rationale for service redesign is that reviewing current practices while identifying and removing obstacles will improve quality, efficiency and patient care [8]. Key reforms have focussed on the structural changes casting NHS Trusts as providers of care and strengthening the role of the organisations which commission services [9]; the establishment of ‘Foundation Trusts’ which have greater independence and freedom to manage their ‘business’ as determined by the board [10]; the use of Private Finance Initiatives (also known as Public Private Partnerships) designed to enable public hospitals to access private finance to fund capital projects [11], and encouraging Trusts to become ‘learning organisations’ to facilitate change processes to improve quality and safety [2,12]. Drawing on the work of the Institute for Healthcare Improvement, The NHS Plan [13], a major government policy document setting out a ten year plan of health reform, cited ‘redesign’ 17 times and raised expectations of a ‘system-wide programme of reform’ [14].…”

Section: Background and Related Literaturementioning

confidence: 99%

Patients-people-place: developing a framework for researching organizational culture during health service redesign and change

et al. 2014

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BackgroundOrganizational culture is considered by policy-makers, clinicians, health service managers and researchers to be a crucial mediator in the success of implementing health service redesign. It is a challenge to find a method to capture cultural issues that is both theoretically robust and meaningful to those working in the organizations concerned. As part of a comparative study of service redesign in three acute hospital organizations in England, UK, a framework for collecting data reflective of culture was developed that was informed by previous work in the field and social and cultural theory.MethodsAs part of a larger mixed method comparative case study of hospital service redesign, informed by realist evaluation, the authors developed a framework for researching organisational culture during health service redesign and change. This article documents the development of the model, which involved an iterative process of data analysis, critical interdisciplinary discussion in the research team, and feedback from staff in the partner organisations. Data from semi-structured interviews with 77 key informants are used to illustrate the model.ResultsIn workshops with NHS partners to share and debate the early findings of the study, organizational culture was identified as a key concept to explore because it was perceived to underpin the whole redesign process. The Patients-People-Place framework for studying culture focuses on three thematic areas (‘domains’) and three levels of culture in which the data could be organised. The framework can be used to help explain the relationship between observable behaviours and cultural artefacts, the values and habits of social actors and the basic assumptions underpinning an organization’s culture in each domain.ConclusionsThis paper makes a methodological contribution to the study of culture in health care organizations. It offers guidance and a practical approach to investigating the inherently complex phenomenon of culture in hospital organizations. The Patients-People-Place framework could be applied in other settings as a means of ensuring the three domains and three levels that are important to an organization’s culture are addressed in future health service research.

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Clinical governance and the learning organization

Cited by 32 publications

References 18 publications

Hospitals’ readiness to implement clinical governance

Hospitals’ readiness to implement clinical governance

A learning organization in the service of knowledge management among nurses: A case study

Patients-people-place: developing a framework for researching organizational culture during health service redesign and change

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