Abstract
This chapter considers what we might mean by an “organisation” and how learning takes place within it. Most employees of organisations will be mature adults, so an examination of how adults learn in work contexts is also addressed. The unusual nature of healthcare organisations, such as hospitals, is explored and the question of by what means such organisations can learn is examined and some major ways forward are suggested.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Francis H. HRM and the beginnings of organisational change. J Organ Chang Manag. 2002;16(3):309–27.
Berger P, Luckmann T. The social construction of reality: a treatise in the sociology of knowledge. New York: Anchor/Doubleday; 1966.
Vince R. Action learning and organisational learning: power, politics and emotion in organisations. Action Learn Res Pract. 2004;1(1):63–78.
Rigg C. Action learning for organisational and systemic development: towards a “Both-And” understanding of “I” and “We”. Act Learn Res Pract. 2008;5(2):105–16.
Edmonstone J. Action learning in healthcare: a practical handbook. London: Radcliffe Publishing; 2011.
Claxton G. Wholly human: western and eastern visions of the self and its’ perfection. London: Routledge & Kegan Paul; 1981.
Marsick V, Watkins K. Lessons from informal and incidental learning. In: Burgoyne J, Reynolds M, editors. Management learning: integrating perspectives in theory and practice. London: Sage; 1997.
Goleman D. Emotional intelligence: why it can matter more than IQ. New York: Bantam Books; 1996.
Edmonstone J. Human service organisations: implications for management and organisation development. Manag Educ Dev. 1982;13(3):163–73.
Lipsky M. Street-level bureaucracy: dilemmas of the individual in public services. New York: Russell Sage Foundation; 1980.
Revans R. Standards for morale: cause and effect in hospitals. Oxford: Oxford University Press; 1964.
Menzies-Lyth I. The functioning of social systems as a defence against anxiety: a report on a study of a nursing service of a general hospital. In: Menzies-Lyth I (1988) editors. Containing anxiety in institutions: selected essays. vol. 1, London: Free Association Books; 1959.
Tallis R. Hippocratic oaths: medicine and its’ discontents. London: Atlantic Books; 2005.
Hayward R, Tuckey M. Emotions in uniform: how nurses regulate emotions at work via emotional boundaries. Hum Relat. 2011;64(11):1501–23.
Edmonstone J. What is wrong with NHS leadership development? Br J Healthc Manag. 2013;19(11):531–8.
Hinshelwood R, Skogstad W, editors. Observing organisations: anxiety, defence and culture in health care. London: Routledge; 2000.
Walshe K, Harvey G, Skelcher C, Jas P. Could do better?: knowledge, learning and performance improvement in public services. Swindon: Manchester Business School/University of Birmingham, Economic & Social Research Council; 2009.
Edmonstone J. The action learner’s toolkit. Aldershot: Gower Publishing; 2003.
Obolensky N. Complex adaptive leadership: embracing paradox and uncertainty. Farnham: Gower Publishing; 2014.
Nicolini D, Sher M, Childerstone S, Gorli M. In search of the “structure that reflects”: promoting organisational reflection practices in a UK Health Authority. In: Reynolds M, Vince R, editors. Organising reflection. Ashgate: Aldershot; 2004.
Gentle P. The influence on an action learning set of affective and organisational cultural factors. Act Learn Res Pract. 2010;7(1):17–28.
Olsson A, Wadell P, Odenrick P, Bergendahl M. An action learning network method for increased innovation capacity in organisations. Act Learn Res Pract. 2010;7(2):167–79.
Pratt J, Plamping D, Gordon P. Conversational conferences: from ideas to action. Br J Healthc Manag. 2003;9(3):98–103.
Weisbord M, Janoff S. Future search: an action guide to finding common ground in organisations and communities. San Francisco: Berrett-Koehler; 1995.
Rittel H, Webber M. Dilemmas in a general theory of planning. Policy Sci. 1973;4(1):155–9.
Owen H. Tales from open space. Potomac: Abott Publishing; 1995.
Jacobs R. Real-time strategic change. San Francisco: Berrett-Koehler; 1994.
West M, Lyubovnikova J. Illusions of teamworking in health care. J Health Organ Manag. 2013;27(1):134–42.
Ettorchi-Tardy A, Levif M, Michel P. Benchmarking: a method for continuous quality improvement in health. Health Policy. 2012;7(4):101–19.
West M, Kirsten-Armit L, Eckert R, West T, Lee A. Leadership and leadership development in health care: the evidence-base. London: Faculty of Medical Leadership & Management/Centre for Creative Leadership/Kings Fund; 2015.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2017 Springer International Publishing AG
About this chapter
Cite this chapter
Edmonstone, J. (2017). Organisational Learning. In: Godbole, P., Burke, D., Aylott, J. (eds) Why Hospitals Fail. Springer, Cham. https://doi.org/10.1007/978-3-319-56224-7_13
Download citation
DOI: https://doi.org/10.1007/978-3-319-56224-7_13
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-56223-0
Online ISBN: 978-3-319-56224-7
eBook Packages: MedicineMedicine (R0)