Applying learning is central to the success of ongoing improvements in practice.
Key questions
- What are the learning and development needs in relation to this work?
- What links can be made with NES or local higher education providers?
- How does this link with practice education?
- What in-house programmes are currently available?
- What e-learning resources are available?
- Does this involve role development?
- Are there associated professional/personal development opportunities?
- How is evidence of learning activity captured?
- What is the process for sharing the learning within the team, across the organisation, to a wider Scotland audience?
Consider
- Formal learning opportunities
- Informal learning opportunities, e-learning, work-based learning, reflective learning
- Professional development opportunities; links to
- Personal Development Plans (PDPs), Knowledge and Skills Framework (KSF) and personal portfolios
- Methods to facilitate critical reflection, clinical supervision, action learning
- Creating and facilitating a culture of lifelong learning
Organisational support
Continuous improvement needs applied learning. Boards can support this through:
- A culture of learning, where learning is valued and shared across initiatives and projects
- An infrastructure to support development of skills for the development of practice in key professional roles
- Resources to develop and support skilled facilitators
- Capacity and funding to support learning associated with individual projects
More on organisational support
Jennie Parry, Head of the School of Nursing and Midwifery at Robert Gordon University, and her project team developed a work-based short course for new and existing critical care staff.
A practice development approach helped staff in academic and clinical settings to work together effectively.
“The key factor was to change practice by taking a proactive, evidence-based approach to care management. A practice development approach was used as a project tool to guide thinking and direction of travel.
“Using the questions attached to each of the framework elements, we developed a clear plan of action with outcomes and deadlines. The project worked because the leads worked in partnership and listened to each other. When the timeframe started to slip they reflected upon why this had happened and jointly agreed a way forward.
“Staff in both settings shared their values and this helped focus the discussion across settings and between agencies and professional groups. It really helped to focus on the patient’s perspective and not on individuals’ agendas. The approach helped the team to realise that the development of the work-based learning package was only one element of the change process.”
April 2009
Click on the link link below to conduct a search within the Evidence into Practice portal.
Please be aware that you will receive a set of search results, not a definitive list of literature relating to learning and development.
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