Dialogues and dialectics:: limits to clinician-manager interaction in healthcare organizations

R. MacIntosh; N. Beech; G. Martin

doi:10.1016/j.socscimed.2011.03.014

Dialogues and dialectics: limits to clinician-manager interaction in healthcare organizations

R. MacIntosh
, N. Beech
, G. Martin

Research output: Contribution to journal › Article › peer-review

24 Citations (Scopus)

Abstract

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

Original language	English
Pages (from-to)	332-339
Number of pages	8
Journal	Social Science and Medicine
Volume	74
DOIs	https://doi.org/10.1016/j.socscimed.2011.03.014
Publication status	Published - 2012

Access to Document

10.1016/j.socscimed.2011.03.014

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

The changing experience of work of consultants in NHS Scotland
Martin, G., Siebert, S., Howieson, B. & Bushfield, S., May 2015, British Medical Association. 109 p.
Research output: Book/Report › Commissioned report

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Reflections on research into medical leadership
Martin, G. (Presenter)
16 Nov 2016
Activity: Other activity types › Public engagement and outreach - public lecture/debate/seminar
Leading by Design in Health and Social Care
Martin, G. (Host)
1 Dec 2016
Activity: Other activity types › Public engagement and outreach - public lecture/debate/seminar

Cite this

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title = "Dialogues and dialectics:: limits to clinician-manager interaction in healthcare organizations",

abstract = "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{\textquoteright}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",

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year = "2012",

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T2 - limits to clinician-manager interaction in healthcare organizations

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

U2 - 10.1016/j.socscimed.2011.03.014

DO - 10.1016/j.socscimed.2011.03.014

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SN - 0277-9536

VL - 74

SP - 332

EP - 339

JO - Social Science and Medicine

JF - Social Science and Medicine

ER -

Dialogues and dialectics: limits to clinician-manager interaction in healthcare organizations

Abstract

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Research output

The changing experience of work of consultants in NHS Scotland

Activities

Reflections on research into medical leadership

Leading by Design in Health and Social Care

Cite this