Cowley S
King's College London, Department of Nursing Studies, England.
J Adv Nurs. 1995 May;21(5):965-74. doi: 10.1046/j.1365-2648.1995.21050965.x.
There is a growing tendency for learning in the workplace to be seen as a managerial function rather than as the responsibility of educationalists. As managers prepare to take a more active role in facilitating professional education, they need to consider the extent to which their organizational arrangements help or hinder the learning of professional skills. There is a potential risk that the development of important clinical practice skills may be inadvertently overlooked, because of the kind of organizational arrangements in force. This paper outlines alternative approaches to organizational development, explaining the basis for implementing 'holographic principles' when planning a system. A situational analysis carried out in an inner-city community provider unit revealed an alternative, more directive and fragmented arrangement. The analysis is used to illustrate how a focus on developing the organization as a learning environment during periods of rapid and multiple change can also help to promote clinical nursing skills.
在职场中，学习越来越被视为一种管理职能，而非教育工作者的责任。随着管理者准备在促进职业教育方面发挥更积极的作用，他们需要考虑其组织安排在何种程度上有助于或阻碍职业技能的学习。由于现行的组织安排，存在一种潜在风险，即重要临床实践技能的发展可能会被不经意地忽视。本文概述了组织发展的替代方法，解释了在规划系统时实施“全息原则”的依据。在一个市中心社区服务单位进行的情境分析揭示了一种不同的、更具指导性和碎片化的安排。该分析用于说明在快速和多重变化时期，将重点放在把组织发展成一个学习环境上如何也有助于提升临床护理技能。
