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Dialogues and dialectics:

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Dialogues and dialectics: : limits to clinician-manager interaction in healthcare organizations. / MacIntosh, R.; Beech, N.; Martin, G.

In: Social Science and Medicine, Vol. 74, 2012, p. 332-339.

Research output: Contribution to journalArticle

Harvard

MacIntosh, R, Beech, N & Martin, G 2012, 'Dialogues and dialectics:: limits to clinician-manager interaction in healthcare organizations' Social Science and Medicine, vol 74, pp. 332-339.

APA

MacIntosh, R., Beech, N., & Martin, G. (2012). Dialogues and dialectics:: limits to clinician-manager interaction in healthcare organizations. Social Science and Medicine, 74, 332-339doi: 10.1016/j.socscimed.2011.03.014

Vancouver

MacIntosh R, Beech N, Martin G. Dialogues and dialectics:: limits to clinician-manager interaction in healthcare organizations. Social Science and Medicine. 2012;74:332-339.

Author

MacIntosh, R.; Beech, N.; Martin, G. / Dialogues and dialectics: : limits to clinician-manager interaction in healthcare organizations.

In: Social Science and Medicine, Vol. 74, 2012, p. 332-339.

Research output: Contribution to journalArticle

Bibtex - Download

@article{16aea83e48a348478d9b91ab5511ee5d,
title = "Dialogues and dialectics:",
author = "R. MacIntosh and N. Beech and G. Martin",
year = "2012",
volume = "74",
pages = "332--339",
journal = "Social Science and Medicine",
issn = "0277-9536",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Dialogues and dialectics:

T2 - limits to clinician-manager interaction in healthcare organizations

A1 - MacIntosh,R.

A1 - Beech,N.

A1 - Martin,G.

AU - MacIntosh,R.

AU - Beech,N.

AU - Martin,G.

PY - 2012

Y1 - 2012

N2 - This paper examines clinicianemanager interactions within healthcare organizations in the UK and contrasts the notions of dialetics and dialogues within such interactions. We draw particularly on Bakhtin’s work on dialogue to frame our focal research question, which considers the extent to which clinicianemanager interactions are dialogic. Using data drawn from a thirty-two month study of five UK healthcare organizations we suggest that clinician-manager interactions are more dialectic than dialogic in their orientation. Further, we suggest that, despite the appearance of dialogical possibility between clinicians and non-clinicians, the tendency to dialectic positioning reinforces opposition between these groups and we conclude that local, rather than system-wide interventions, offer the best means of disrupting these dialectics and fostering productive dialogue

AB - This paper examines clinicianemanager interactions within healthcare organizations in the UK and contrasts the notions of dialetics and dialogues within such interactions. We draw particularly on Bakhtin’s work on dialogue to frame our focal research question, which considers the extent to which clinicianemanager interactions are dialogic. Using data drawn from a thirty-two month study of five UK healthcare organizations we suggest that clinician-manager interactions are more dialectic than dialogic in their orientation. Further, we suggest that, despite the appearance of dialogical possibility between clinicians and non-clinicians, the tendency to dialectic positioning reinforces opposition between these groups and we conclude that local, rather than system-wide interventions, offer the best means of disrupting these dialectics and fostering productive dialogue

UR - http://eprints.gla.ac.uk/50430/

U2 - 10.1016/j.socscimed.2011.03.014

DO - 10.1016/j.socscimed.2011.03.014

M1 - Article

JO - Social Science and Medicine

JF - Social Science and Medicine

SN - 0277-9536

VL - 74

SP - 332

EP - 339

ER -

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