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PDF (PhD Thesis) - UWE Research Repository - University of the ...

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question underlying power, patterns, rhetoric, myths and contradictions at<br />

both <strong>the</strong> individual and organisational level. Consequently exploration and<br />

questioning <strong>of</strong> <strong>the</strong> complexity embedded in organisations that is, <strong>the</strong><br />

interrelated patterns and connections, how boundaries are constructed,<br />

power differentials, <strong>the</strong> tensions <strong>of</strong> difference, <strong>the</strong> multiple realities,<br />

rhetoric, contradictions and unintended consequences, forms <strong>the</strong> process<br />

(Burns 2007, Flood 2001, Midgley 2000, Weil 1998, 1999). How a<br />

boundary is constructed or imagined can impact on those working in an<br />

organisation (Midgley 2000) and <strong>the</strong> power reproduced in Bourdieu‘s<br />

terms is seen as political, economic, social, cultural or symbolic capital as<br />

well as <strong>the</strong> field and habitus <strong>of</strong> practice.<br />

This chapter expands <strong>the</strong> inquiry by focusing particularly on <strong>the</strong><br />

relationship between organisational structures for reflection and nurses‘<br />

sense <strong>of</strong> <strong>the</strong>ir own agency. The main aim <strong>of</strong> Strand 3 <strong>of</strong> <strong>the</strong> inquiry was to<br />

inquire into <strong>the</strong> organisational structures and processes that might<br />

encourage and impinge on reflecting during care giving in a hospital ward.<br />

At <strong>the</strong> same time I hoped to feedback into <strong>the</strong> organisation key learning<br />

already generated by this inquiry to understand <strong>the</strong> context in which<br />

nurses may or may not influence organisational learning. Therefore by<br />

interviewing risk assessment and senior managers I was keen to explore<br />

how <strong>the</strong>y perceived, through <strong>the</strong>ir assessment <strong>of</strong> critical incident forms, an<br />

individual‘s developmental or performance issue and when that might<br />

become an organisational issue. So my core question for <strong>the</strong>se interviews<br />

was “how do you decide what is individual learning or organisational<br />

learning”? However, this part <strong>of</strong> <strong>the</strong> inquiry posed several difficulties as<br />

much <strong>of</strong> <strong>the</strong> interviews were sensitive in nature and interviewees asked<br />

me not to use <strong>the</strong> stories because some <strong>of</strong> <strong>the</strong>se involved litigation battles<br />

or would result in a breach <strong>of</strong> confidentiality.<br />

The reflective practice literature claims that reflection promotes<br />

empowerment (Chui 2006, Taylor 2006, Gustafsson & Fagerberg 2004,<br />

Glaze 2002, Platzer et al 2000b, Ghaye et al 2000, Taylor & White 2000),<br />

179

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