Hello Gray - good to hear from you. (Any other Aussies on the list?)
[Host's Note: Actually... Quite a few... Rick]
What are the implications of your statement? It seems that your thoughts
are similar to mine in that I don't have a lot of optimism for healthcare
organisations (& I refer specifically to large publicly funded
organisations) to move very far down the track of the LO continuum.
(That's why I'm doing the research at Westmead Hospital to find out what
individual units can or cannot do.) To me, the large and very dominant
influences such as traditional knowledge bases, competing power struggles,
lack of financial incentive, political will, professional silo mindsets, &
the (dare I say it) the 'Peter Principle' that is still apparently in
vogue (to promote someone to their level of incompetence) are overwhelming
for senior execs in the public health sector.
Does that mean that large public hospitals have a limited lifespan because
their ability to learn is significantly curtailed by excessive 'baggage'?
Therefore they will not be able to respond appropriately to today's
turbulent climate. This situation se ems to readily apply to other public
sector bodies, eg education system & police service. If these
institutions are not ready & able to confront 'reality' then the future
looks extremely gloomy.
How applicable is the above scenario to public sectors in other countries
(or the Medicare system in the States) or is Australia just further behind
in this area?
Dianne Ball
z8179506@student.unsw.edu.au
--Dianne Ball <z8179506@student.unsw.edu.au>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>