A model of medical reception–the planning and control of multiple task work

Abstract

SUMMARYThis research follows in the Broadbent tradition of constructing a general theory to solve applied problems. The paper reports part of wider research intended to construct a framework for modelling the planning and control of multiple task work. The function of the framework is to support the solution of design problems associated with the performance of interactive planning and control worksystems. The study reported here applied an initial version of the framework, based on a study of secretarial office administration, to construct a model of medical reception work. An observational study collected protocol data concerning a medical reception worksystem -comprising two receptionists and various office devices; its domain of application -comprising doctors, patients, their appointments, medical records etc.; and its performance, comprising the quality of medical reception work and the costs to the receptionists of performing that work. The data were then used in conjunction with the planning and control framework to construct the model of medical reception. The model includes physical and abstract structures and behaviours of the medical reception worksystem, as well as physical and abstract objects of its domain of application. Of particular interest for the solution of design problems is the model's differentiation of plan types into task plans, procedure plans, and activity plans. These plan types were used to extend the framework for the planning and control of multiple task work. The paper concludes with a brief illustration of how the model of medical reception might be used to support the solution of interactive worksystem design problems as they relate to performance. Future work to develop further the framework of planning and control of multiple task work and its application are discussed.

Leadership and emotion management for complex tasks: Different emotions, different strategies

“…A key component of environmental scanning is the integration of new and existing knowledge for the purpose of identifying key opportunities and restrictions (Maule & Hodgkinson, 2002). Furthermore, integration of goals is only successfully done when the correct sequence of goal implementation is identified (Hill, Long, Smith, & Whitefield, 1995).…”

Performance in Planning: Processes, Requirements, and Errors

“…holds that a number of interactive systems are involved in plan generation and plan adjustment Execute (define priorities), metaplan (define problem and policies), plan abstraction (formulate intentions and strategies), use knowledge base (apply information), plan (generate action outcome sequence) Theoretical with emphasis on development of planning skills Table 1 (continued) Model Approach, assumptions, and key processes Bonissone et al (1994) Hill et al (1995 Hine and Gifford (1997) Xiao et al (1997) Qualitative, empirical based on observations of strategic planning organizations Planning occurs in a dynamic, changing environment and must integrate strategic and tactical considerations under conditions that permit a response to others' actions Monitor targets, evaluate goal attainment possibilities, generate strategies, project responses to strategy, adjust strategy to optimize outcomes, develop plan, implement plan, adjust plan based on outcomes of actions, reevaluate strategies and goals based on outcome Qualitative, empirical based on analysis of work flow planning Planning involves an optimal sequencing of activities to maximize efficiency Acquire information about cases, identify requirements and contingencies, identify relevant task performance scripts, formulate plan by adjusting scripts within a procedural structure, execute plan, monitor implementation Qualitative, empirical based on analysis of decisions in framing practices Planning involves consideration of economic trade-offs and is based on optimization of goal attainment with a dynamic context Identify goals, develop initial plan, monitor environmental contingencies, project likely actions-events and implications for plan, implement and adjust plan Qualitative, empirical based on performance of anesthesiologists Planning occurs within a context of preexisting knowledge wherein general rules specify optimal outcomes often crucial in planning Identify goals, identify constraints, identify options, identify outcome criteria, assess cues pointing to outcomes, define target end state, specify general procedures, construct plan, develop action rules for executing and adjusting plan, construct expectations about course of plan implementation, identify monitoring foci, identify and monitor cues for adjusting plan bearing this caveat in mind, one must recognize certain similarities in the content of the planning processes identified.…”

“…In reviewing the four empirical studies of planning processes conducted by Bonissone, Dutta, and Woods (1994); Hill, Long, Smith, and Whitefield (1995); Hine and Gifford (1997); and Xiao, Milgram, and Doyle (1997), one finds some support for the propositions flowing from these theoretical efforts. These empirical studies, however, suggest three noteworthy extensions of the general theoretical structure sketched out thus far.…”

Diagnosing co-ordination problems in the emergency management response to disasters

“…A task is thus conceptually distinct from the worksystem itself and its behaviours. In one of the systems previously analysed by the framework, medical reception, (see Hill et al, 1995) a task was expressed as the support of a medical case object (i.e. patients consulting with medical practitioners).…”