Albert Postma and Peter C. Bishop
As the Journal of Tourism Futures celebrates its tenth anniversary, Dr Albert Postma interviews Dr Peter Bishop, an expert on teaching the future. The interview was held on July…
Abstract
Purpose
As the Journal of Tourism Futures celebrates its tenth anniversary, Dr Albert Postma interviews Dr Peter Bishop, an expert on teaching the future. The interview was held on July 25, 2024.
Design/methodology/approach
A personal interview.
Findings
The interview provides insights into the importance of teaching the future, the evolution in teaching the future, competencies and skills that the teaching focuses on, challenges of teaching the future in the current era and the role of AI.
Originality/value
Bishop shares his expertise on the development of teaching the future, its key features and its challenges in the current era.
Details
Keywords
Peter A.C. Smith and Judy O’Neil
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of…
Abstract
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.
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Keywords
Helen Dickinson, Iain Snelling, Chris Ham and Peter C. Spurgeon
The purpose of this paper is to explore issues of medical engagement in the management and leadership of health services in the English National Health Service (NHS). The…
Abstract
Purpose
The purpose of this paper is to explore issues of medical engagement in the management and leadership of health services in the English National Health Service (NHS). The literature suggests that this is an important component of high performing health systems, although the NHS has traditionally struggled to engage doctors and has been characterised as a professional bureaucracy. This study explored the ways in which health care organisations structure and operate medical leadership processes to assess the degree to which professional bureaucracies still exist in the English NHS.
Design/methodology/approach
Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.
Findings
Concerted attention has been focussed on medical leadership and this has led to significant changes to organisational structures and the recruitment and training processes of doctors for leadership roles. There is a cadre of doctors that are substantially more engaged in the leadership of their organisations than previous research has found. Yet, this engagement has tended to only involve a small section of the overall medical workforce in practice, raising questions about the nature of medical engagement more broadly.
Originality/value
There are only a limited number of studies that have sought to explore issues of medical leadership on this scale in the English context. This represents the first significant study of this kind in over a decade.