Do professions have a future?

Abelson, Julia; Maxwell, Patricia; Maxwell, Robert J.

doi:10.1136/bmj.315.7105.382

Cited by 8 publications

(4 citation statements)

References 4 publications

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“…A recent editorial entitled “Do professions have a future?” outlined the challenges facing the medical profession and suggested some responses 24. However, the question was not answered directly.…”

Section: Resultsmentioning

confidence: 99%

Professionalism must be taught

Cruess

1997

BMJ

247

117

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Section: Resultsmentioning

confidence: 99%

Professionalism must be taught

Cruess

1997

BMJ

247

117

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“…Currently doctors are being challenged to be more flexible in their working practices to enhance patient care (Abelson, Maxwell & Maxwell 1997). Over the last 40 years, doctors have progressively worked with other health care professionals in a more egalitarian and interdependent manner (Cott 1997).…”

Section: Challenges For Health Care Teamsmentioning

confidence: 99%

The organisational context for teamwork: Comparing health care and business literature

Mickan¹,

Rodger²

2000

Aust. Health Review

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“…This is appropriate, and many commentators have argued that the individual clinician rarely operates independently, that it is more often the system which is at fault when things go wrong, and that quality problems can be reduced by focusing attention on the system rather than the individual (Leape, 1994). This approach to quality improvement recognises that individual clinicians are dependent on others in their team, that good collaborative work is central to good care, and that good care is dependent on the organisation and environment in which clinicians work (Berwick et al, 1992;Abelson et al, 1997).…”

Section: Discussionmentioning

confidence: 99%

Clinical governance: a convincing strategy for quality improvement?

Roland

Campbell

Wilkin

2001

Journal of Management in Medicine

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Clinical governance is a new policy introduced by the UK government to improve quality of care in the National Health Service; it imposes a "duty of quality" on all NHS organisations, and aims to bring together managerial, organisational and clinical approaches to improving quality of care. Infrastructures have been established to support quality improvement in NHS organisations and priorities for quality improvement have been established. Initial approaches are largely educational. However, information on quality of care is starting to be shared, and experiments are being conducted with a range of financial and contractual incentives for quality improvement. For widespread cultural change to occur, a "no blame" approach to quality improvement will be necessary; this may be incompatible with the need to identify and eliminate bad practice. Other tensions include the rapid pace of change being centrally driven and uneven development of the infrastructure to support clinical governance. What has not yet been shown is that quality of care has improved. It is too early to say this yet. Given the magnitude both of the vision and the work required, it is unlikely that change will be rapid, or seen on a widespread scale.

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Do professions have a future?

Cited by 8 publications

References 4 publications

Professionalism must be taught

Professionalism must be taught

The organisational context for teamwork: Comparing health care and business literature

Clinical governance: a convincing strategy for quality improvement?

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