FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W1981323477> ?p ?o ?g. }

• W1981323477 endingPage "126" @default.
• W1981323477 startingPage "1" @default.
• W1981323477 abstract "Background The ability of health-care managers or organisations to adapt and respond to change is vital if they are to succeed in the contemporary health-care environment. Change involves the learning of new behaviours and giving up, or abandoning, some established ones – more formally defined as unlearning. However, research on unlearning is lacking. This original exploratory study investigates UK NHS health-care managers' engagement with behavioural unlearning and cognitive unlearning, and also considers the related concept of fading. The study also investigates the impact of individual unlearning on participating health-care managers' decision-making. Research questions (1) To what extent do health-care managers engage with the process of unlearning and what impact does the engagement with this process have on health-care managers' decision-making? (2) What are the barriers and enablers that influence the engagement of health-care managers with the process of unlearning? (3) To what extent does the health-care setting affect the level of engagement with the process of unlearning by health-care managers? Methods The study investigated these questions through an examination of the academic literature. Several management (Business Source Complete, Emerald), psychological (PsycINFO), health (MEDLINE) and education [Education Resources Information Center (ERIC)] electronic databases were searched for English-language articles that were published between January 2000 and March 2012. The literature provided the basis for original exploratory research that investigated local health-care managers' experiences of unlearning. A case study approach was adopted for empirical data collection, using qualitative interviews to investigate experiences of unlearning in two secondary care NHS trusts (an acute trust and a mental health trust). A total of 85 episodes of unlearning were identified from a purposive sample of 29 health-care managers. The sample participants varied in terms of clinical/non-clinical background, type of department/unit and length of time as a manager. Results The findings show that the health-care managers who participated in this study engaged with unlearning and fading. The engagement is triggered through either an individual experience or a change event. There was little evidence to indicate that health-care setting or professional background had a strong influence over health-care managers' engagement with unlearning, although this finding is limited by the exploratory nature of the study, sample size and range of settings examined. Participants identified a variety of barriers to individual unlearning including personal behaviour and staff resistance to change. Enablers such as personal skills, attitudes and relationships were more commonly cited than organisational enablers such as policies, procedures and work circumstances. The findings also suggest that unlearning does influence the decision-making of health-care managers, encouraging a more discovery-orientated approach. Limitations This study has a number of limitations. It is an exploratory study involving a small number of participants drawn from two NHS trusts, which limits the depth of insight that it can provide regarding specific aspects of unlearning processes. Further, because of the relatively low numbers of participants in our study, the findings provide limited insights regarding the extent to which managers engage with processes of unlearning across different health-care settings and the impact on their decision-making. Finally, the study is able to provide only a limited interpretation of the nature of fading, although the empirical data do provide evidence that fading should not be conceptualised as a type of individual unlearning. Conclusions The study has enhanced the theory of individual unlearning by reconceptualising existing unlearning models and developing a new typology that distinguishes between four separate types of individual unlearning. The findings demonstrate that health-care managers who participated in this study engaged with unlearning processes and that this engagement impacted on their decision-making processes. After engaging with individual unlearning, several managers moved away from idea imposition approaches to decision-making in favour of more discovery-focused approaches, which have been reported in academic literature to be more successful. Future work that investigates a greater number of health-care managers' experiences of unlearning in a wider range of settings is necessary to establish the significance of health-care setting to individual unlearning experiences and provide greater generalisability to the findings of this study. Funding The National Institute for Health Services and Delivery Research programme." @default.
• W1981323477 created "2016-06-24" @default.
• W1981323477 creator A5033630361 @default.
• W1981323477 creator A5050137945 @default.
• W1981323477 creator A5088303929 @default.
• W1981323477 creator A5089075325 @default.
• W1981323477 creator A5091039753 @default.
• W1981323477 date "2013-06-01" @default.
• W1981323477 modified "2023-09-23" @default.
• W1981323477 title "Exploring types of individual unlearning by local health-care managers: an original empirical approach" @default.
• W1981323477 cites W129400212 @default.
• W1981323477 cites W1495906150 @default.
• W1981323477 cites W1604982023 @default.
• W1981323477 cites W1649236539 @default.
• W1981323477 cites W1937464642 @default.
• W1981323477 cites W1946701895 @default.
• W1981323477 cites W1974591429 @default.
• W1981323477 cites W1974904143 @default.
• W1981323477 cites W1975281798 @default.
• W1981323477 cites W1975593650 @default.
• W1981323477 cites W1978784030 @default.
• W1981323477 cites W1987185054 @default.
• W1981323477 cites W1996993615 @default.
• W1981323477 cites W1998623839 @default.
• W1981323477 cites W2002238479 @default.
• W1981323477 cites W2012080964 @default.
• W1981323477 cites W2016643807 @default.
• W1981323477 cites W2021140796 @default.
• W1981323477 cites W2021283916 @default.
• W1981323477 cites W2024190269 @default.
• W1981323477 cites W2025190114 @default.
• W1981323477 cites W2027270834 @default.
• W1981323477 cites W2032392115 @default.
• W1981323477 cites W2046339686 @default.
• W1981323477 cites W2058511348 @default.
• W1981323477 cites W2068793628 @default.
• W1981323477 cites W2069389598 @default.
• W1981323477 cites W2070766096 @default.
• W1981323477 cites W2076882062 @default.
• W1981323477 cites W2084270196 @default.
• W1981323477 cites W2091697685 @default.
• W1981323477 cites W2092408450 @default.
• W1981323477 cites W2092746615 @default.
• W1981323477 cites W2095811590 @default.
• W1981323477 cites W2097036892 @default.
• W1981323477 cites W2100989171 @default.
• W1981323477 cites W2101830305 @default.
• W1981323477 cites W2102998034 @default.
• W1981323477 cites W2103612098 @default.
• W1981323477 cites W2103919949 @default.
• W1981323477 cites W2104636173 @default.
• W1981323477 cites W2105889890 @default.
• W1981323477 cites W2108402801 @default.
• W1981323477 cites W2110393135 @default.
• W1981323477 cites W2113787767 @default.
• W1981323477 cites W2123145008 @default.
• W1981323477 cites W2138187959 @default.
• W1981323477 cites W2141735701 @default.
• W1981323477 cites W2142959575 @default.
• W1981323477 cites W2143668448 @default.
• W1981323477 cites W2143871117 @default.
• W1981323477 cites W2145211013 @default.
• W1981323477 cites W2147389687 @default.
• W1981323477 cites W2148711187 @default.
• W1981323477 cites W2157119447 @default.
• W1981323477 cites W2159732969 @default.
• W1981323477 cites W2161964179 @default.
• W1981323477 cites W2162323736 @default.
• W1981323477 cites W2167761582 @default.
• W1981323477 cites W2168552316 @default.
• W1981323477 cites W2168657587 @default.
• W1981323477 cites W2556601203 @default.
• W1981323477 cites W3122219389 @default.
• W1981323477 cites W3122999326 @default.
• W1981323477 cites W3123784998 @default.
• W1981323477 cites W3124419407 @default.
• W1981323477 cites W349254044 @default.
• W1981323477 cites W4211198509 @default.
• W1981323477 cites W4234478421 @default.
• W1981323477 cites W4236926754 @default.
• W1981323477 cites W4239546189 @default.
• W1981323477 cites W4244246976 @default.
• W1981323477 cites W4245950037 @default.
• W1981323477 cites W4247308284 @default.
• W1981323477 cites W4292157289 @default.
• W1981323477 doi "https://doi.org/10.3310/hsdr01020" @default.
• W1981323477 hasPubMedId "https://pubmed.ncbi.nlm.nih.gov/25642528" @default.
• W1981323477 hasPublicationYear "2013" @default.
• W1981323477 type Work @default.
• W1981323477 sameAs 1981323477 @default.
• W1981323477 citedByCount "11" @default.
• W1981323477 countsByYear W19813234772016 @default.
• W1981323477 countsByYear W19813234772017 @default.
• W1981323477 countsByYear W19813234772019 @default.
• W1981323477 countsByYear W19813234772020 @default.
• W1981323477 countsByYear W19813234772021 @default.
• W1981323477 countsByYear W19813234772022 @default.
• W1981323477 crossrefType "journal-article" @default.

• next