Search results

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

An operative approach is described that is designed to structure the debriefing along three axes.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Previous results show that the anesthetists’ activity during the planning phase is aimed at neither identifying risks nor pinpointing the adverse events likely to occur; rather, it is to devise “manageable situations” that are adapted to their own competences. The present paper focuses on the issue of understanding how, in practice, these “manageable situations” are constructed. In particular it wonders if a link between the seniority of anesthetists and the way they design these “manageable situations” may be established.

The paper sought to answer these questions through a qualitative study conducted in partnership with anesthetists. The method, combining interviews and case-based simulation, required that 20 anesthetists “thought aloud”.

Results show that the anesthetists sometimes selected a solution that they themselves and experts viewed as riskier. Why? And who selects a riskier solution? The answer is about workplace learning and the continuous development of experience-based competences. “Manageable situations” appear to be planned situations so as to propose solutions adapted not only to present competences but also for future competences to be developed. In that sense, they are part of a developmental process at work.

These findings have implications for practice and they open pathways for further research studies. They call for rethinking the link between experience and workplace learning.

Taking risks can help employees to generate and enhance competencies that will increase future risk management effectiveness. In this regard, engaging in controlled risk plays an important role in employee development and the acquisition of special knowledge, expertise and experience which are critical to workplace learning.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Taking risks can help employees to generate and enhance competencies that will increase future risk management effectiveness. In this regard, engaging in controlled risk plays an important role in employee development and the acquisition of special knowledge, expertise and experience which are critical to workplace learning.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.