Building the Reflective Healthcare Organisation -- Contents -- Acknowledgements -- Dedication -- Preface -- Introduction: Mapping out the 'rough ground' -- Building the reflective healthcare organisation: asking a question -- The power of the positive question -- Opening up the book's central question -- Re-framing reflective practice as reflective learning -- What is a frame? -- How framing works in practice -- What is r-learning? -- The book's basic action steps -- What is an action pathway? -- Is it enough to know an action's path? -- Scaling up reflective learning: some challenges in taking action -- RAISE -- Mapping out the 'rough ground' -- References -- Chapter: 1 Action step 1: developing an appreciation of reflective learning -- Some conceptions of reflective practice -- The evidence-base for action step 1 -- Some conceptions of reflection -- Are definitions of reflective practices important? -- Reflections on the failure-to-success spectrum -- Some kinds of reflection -- Reflection and the complexities of practice -- The centrality of the individual -- Some aspects of critical kinds of reflection -- Linking reflection with learning and practice -- Linking reflection with good practice -- What are some of the habits of reflection? -- Some frameworks for action -- The reflective practitioner -- Why are reflective practices important? -- Getting organised for engaging in reflective practices -- Reflective practices and workplace cultures -- Re-framing reflective practices -- Moving on and building a new positive core -- References -- Chapter 2: Action step 2: r-learning as an innovation -- Coverage and uptake of innovations -- Framing r-learning as an innovation -- What makes an innovation successful? -- Reflecting on patient safety -- Facilitating r-learning at the centre of a cancer care network -- What do we know about scaling up?.

What are some of the challenges to scaling up? -- Adoption as a staged process: the work of Rogers -- Adopting an innovation: the case of an English primary care trust -- Innovation as a non-linear dynamic system -- The work of Greenhalgh et al. (2004) and a multidisciplinary view -- References -- Chapter 3: Action step 3: journeying along action pathways-to-scale -- What is a pathway-to-scale? -- Action pathway: values -- Action pathway: conversation -- Action pathway: user -- Action pathway: leadership -- Action pathway: team -- Action pathway: network -- Summary -- References -- Chapter 4: Action step 4: a force for change -- RAISE -- Illustrating RAISE in practice -- References -- Summary -- Useful metaphors -- The central question -- R-learning -- Action pathways-to-scale -- A force for change -- Towards a full-stop -- Index.