“There’s no time to learn” … like the present

Abstract

Using a socio‐linguistic meta‐theoretical framework of language creation from below, this paper explores the significance of language for understanding how clinical governance is being translated into practice. Action‐oriented research with, as opposed to on or for, three discrete groups of NHS practitioners, including managers, has generated a realistic meaning for clinical governance. This meaning is the outcome of a case study that, first, specified the principles underpinning sustained evidence‐based practice for the newly emergent concept of clinical governance, before exploring a primary care setting operationalising some of these key principles through its interpretation of how to introduce clinical governance. Material resources and multiprofessional partnership working have created protected/defended time while maintaining care levels. This combination of resource has enabled practitioners in localities to create regular opportunities to share their problems and their creative ideas, learning together to create better practice that heightens the quality of the care process.

Citation

Moran, R. (2003), "“There’s no time to learn” … like the present", Clinical Governance: An International Journal, Vol. 8 No. 1, pp. 46-56. https://doi.org/10.1108/14777270310460010