Category: Unit 8

Evaluation of podcast from https://create.twu.ca/awalkinthewoods/unit-8/

As I have come to expect from the author of “A Walk in the Woods”, my overall impression of this presentation is excellent.  The action research plan exceeds the expectations as outlined and is very well developed and articulated.

The project focuses on a real problem in practice and is well supported by both experiential evidence as well as research evidence.  The researcher clearly outlines how she plans to collaborate with other members of her work community to study the effects of the existing mentorship program in her school district and to explore areas for improvement.  The introductory paragraphs provide an in-depth understanding, and it is evident that there has been very careful and thorough reflection about the problem.  The researcher outlines how she plans to gather both quantitative survey data as well as qualitative data.  The plan of action is very clear and includes reflecting, thinking, looking, and gathering information in order to provide a plan of action for administrators.  If action is taken the results will enhance the lives of new teachers and by inference, the lives of their students.

Though there is nothing missing from the presentation, there are two possible suggestions to improve clarity for the listener.  First, the presentation begins with a question, and includes two subsequent questions within the body of the presentation.  As someone inexperienced in research I encountered some confusion as I wasn’t certain which question, if any, was the research question.  Second, although I believe it is inferred and present, there is no clear identification of the action–>reflection–>action continued or modified–>new focus cycle.  This is not required, just a possible suggestion for clarity.

Thank you again for the pleasure and privilege of learning from you.

P.S.  Excellent reading voice – lots of expression!

Learn about my action research plan in more detail here.

In many employment settings managers are selected for promotion because of their demonstrated leadership abilities on the front line. Health care is no exception. Managers begin in their roles with exceptional clinical skills, but minimal, or no management experience or training. In many program areas these managers are left with limited support and mentorship for a variety of reasons.  Internal training opportunities are provided intermittently, and external opportunities are also available intermittently but may or may not be supported financially. These sessions are often helpful, but not timely, and in the day to day crises of health care management there is little opportunity to translate knowledge into action.

Two of the management competencies expected in health care is holding others accountable, and conflict management skills. Established managers know that these skills need to be practiced. Training days have been offered through the former health region, but none recently. In my current role I have five managers from different program areas that report to me with varying years of experience from 2 months to several years. All of them have taken the Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad BehaviourTM two day training but it has been over two years. All of us could benefit from a review of the material, but with the advantages of a smaller group, all of us can enhance our skills and abilities by holding each other accountable to practice the skills that we have learned in the reading that week and reporting back to the larger group.

I have chosen this topic to address because these are real, practical leadership problems in my workplace, competencies are expected to improve and can be measured, and the reading/discussion dates have already been set up. Developing this into action research study provides the opportunity to make this even more meaningful to the participants and may have the potential to demonstrate to other leaders in the organization the benefits of applied learning, knowledge translation, and intentional mentorship for managers.