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‘Learning hospitals’ and quality
Author(s) -
Moumtzoglou Anastasius
Publication year - 2003
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.181
Subject(s) - quality (philosophy) , embodied cognition , systems thinking , total quality management , field (mathematics) , knowledge management , health care , process (computing) , psychology , learning organization , quality management , computer science , epistemology , process management , business , operations management , artificial intelligence , management system , political science , engineering , philosophy , marketing , mathematics , pure mathematics , law , service (business) , operating system
In the next generation of management thinking, we must go beyond TQM and on to Deming's theory of profound knowledge, much of which is embodied in the field of organizational learning and in particular, in Senge's ‘Fifth Discipline’ or systems thinking. In this framework there is no explicit mention of quality but the goal is still a process of ongoing improvement, that is, quality is implicitly treated. Hospitals are thought to be pretty complex organizations to implement Senge's theory because they are hierarchical, skills intensive and most health care workers deal with their emotions, patient's emotions, doctor's emotions and fellow employee's emotions in highly intense situations. However, Senge's five ‘component technologies’ provide an excellent framework to begin with. Copyright © 2003 John Wiley & Sons, Ltd.