Rowe, Patricia A. and Boyce, Rosalie A. (2009) Deutero-learning: implications for managing public health change. The Learning Organization: the International Journal of Knowledge and Organizational Learning Management, 16 (4). pp. 298-310. ISSN 0969-6474
Purpose: The purpose of this paper is to apply an allied health subculture model to clarify key contextual factors that can emerge in the evolution of an allied health subculture as a consequence of deutero-learning. Design/methodology/approach: Two case studies are compared to illustrate these two extreme variations in deutero-learning.
Findings: The first case - characterised by pathological deutero-learning - operated within the classical medical model. A learning pathology that developed in this situation was a fractured, divisive, self absorbed work culture. A second case - characterised by positive deutero-learning - operated within a divisional structure characterized by integrated decentralization. What was learned as a result of operating within this alternative organisational structure is that effective management of allied health recognizes two governance arenas: governance required for managing professionals and governing principles for delivering clinical services. Positive deutero-learning occurred in this situation rather than the reinforcement of existing learning pathologies. Research limitations/implications: There are clearly implications of the two structural models for self-fulfilling prophecies, interpersonal interaction, climate formation and learning pathologies.
Practical implications: During a period of major reform differing outcomes in deutero-learning in these two cases emphasize the importance of the evolution of appropriate organisational structures in developing a leadership-driven learning process and creating an environment in which learning can occur.
Originality/value: The added value of this application of deuteron learning is that it unpacks the nature of variations in deutoro learning that can emerge during a period of major reform in the evolution of an allied health subculture.
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|Item Type:||Article (Commonwealth Reporting Category C)|
|Item Status:||Live Archive|
|Additional Information (displayed to public):||Permanent restricted access to published version due to publisher copyright policy.|
|Depositing User:||epEditor USQ|
|Faculty / Department / School:||Historic - Faculty of Sciences - No Department|
|Date Deposited:||15 Jul 2011 11:45|
|Last Modified:||17 Oct 2014 01:16|
|Uncontrolled Keywords:||change management; health services; hospitals; learning processes; organizational restructuring|
|Fields of Research (FoR):||17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
11 Medical and Health Sciences > 1117 Public Health and Health Services > 111709 Health Care Administration
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
|Socio-Economic Objective (SEO):||C Society > 93 Education and Training > 9301 Learner and Learning > 930102 Learner and Learning Processes|
|Identification Number or DOI:||doi: 10.1108/09696470910960392|
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