4 shared file resources

Pressure of work ( Professionals under pressure )

02-February-2005

This is an example of how we might point to supporting material in this area. This is drawn from a recently published article of mine on 'Professionals under pressure: contextual influences on learning and development of radiographers in England'. Relevant extracts are given below:

The role of radiographers has changed significantly in the last 20 years, as the demand for radiography services has increased markedly and the work of radiographers has become more complex. The article was framed within a narrative, drawn from previous work, of how radiography has become a 'profession under pressure' and a contemporary analysis of how the context in which radiographers are working influences their opportunities for learning.

The analysis, using a framework developed by Eraut et al. (2004), indicates that contextual factors, such as the allocation and structuring of work, relationships at work, and participation and expectations at work, are significantly influencing possibilities for learning in the workplace. This suggests that current proposals to change the way in which radiographers’ work is structured may enhance their opportunities for learning.

The shortage of radiographers causes a variety of problems for patients, staff and management. It can lead to long waiting lists and 'in some cases the facilities are there, but cannot be fully used because of a lack of staff.' This in turn makes staff feel they are under constant pressure: 'firefighting is the name of the game' and 'you are constantly involved in a juggling game.' Staff shortages also contribute to staff having to work long hours and a feeling of not being able to spend enough time with patients (Coombs et al., 2003).

Earlier attempts to impose greater flexibility in work and expect staff to accept resulting changes in patterns of work organisation were seen as stressful, as when a single radiographer was on-call at night with responsibility for performing the full range of possible duties. The allocation of on-call duties was a major discussion point raised in both focus groups. It was felt to be particularly problematic for less experienced radiographers who did not feel confident to undertake the full range of duties that might be required, especially when they had no one with whom they could consult. Similarly coping with increasing pressure of work meant that opportunities for learning and development based upon everyday work activities were reduced: ‘for example, there is no time to talk to the radiologist about the diagnosis based on the scan and to learn from this.’ Other situations that were particularly stressful included ‘switching to working on new machines when you only know about 80 per cent of their capability.’


Alan Brown; 02-February-2005 13:57:29 forum (0)

Organisational learning and work redesign ( High Performance Management )

02-February-2005

this entry has been marked "sticky" as context-view content
This category will include materials which examine how organisations learn and for example respond through the design of work. Topics include how job and task design are orientated towards workplace learning, how organisations and systems accommodate new tools, how organisations are managed as environments for learning by enhancing productivity through knowledge development.

Some key issues for organisational learning and work redesign are:

  • relationships/ culture
  • flows of people and work
  • experiences and engagement (of individuals and groups)
  • organisational policies and influences
  • couplings between learning and work
  • 360 degree learning
  • learning as an organisation
  • roles and influence of tools and technology

Alan Brown; 02-February-2005 15:43:45 forum (1)

1 comments.

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Learning contexts and settings ( Interaction of learning and contextual factors )

02-February-2005

this entry has been marked "sticky" as context-view content
This is where we will develop commentary and resources for 'Learning contexts and settings.'

Learning contexts and settings

Materials which analyse the social practices oriented towards learning within different settings. Topics include opportunities for learning, spaces for learning, expectations for learning and creating supportive learning contexts. Other key areas include:

  • use of and access to artefacts, information, knowledge
  • pressure of work
  • expectations, rewards and punishment
  • availability and nature of feedback
  • challenge and value of work
  • organisation and nature of work
  • group learning: culture of setting; relationships

Additionally, contexts for learning include schools and colleges, workplaces, training centres, networks, communities and families.

Contexts for learning at work include:

  • Meeting context
  • 'on the job' context
  • 'working alongside' context
  • 'work encounter' context

Alan Brown; 02-February-2005 13:42:27 forum (1)

1 comments.

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High performance management ( High Performance Management )

10-February-2005

Peter Butler and colleagues from the TLRP project on 'Learning as Work: Teaching and Learning Processes in the Contemporary Work Organisation' conducted a literature review looking at how ideas of High Performance Management may influence learning at work.

Mike Malloch; 10-February-2005 18:38:06 forum (0)