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Knowledge to Action? : Evidence-Based Health Care in Context by Louise Fitzgerald (2006, Perfect)

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About this product

Product Identifiers

PublisherOxford University Press, Incorporated

ISBN-100199205108

ISBN-139780199205103

eBay Product ID (ePID)53804934

Product Key Features

Number of Pages240 Pages

Publication NameKnowledge to Action? : Evidence-Based Health Care in Context

LanguageEnglish

SubjectPublic Health, Health Care Delivery, Evidence-Based Medicine

Publication Year2006

TypeTextbook

Subject AreaMedical

AuthorLouise Fitzgerald

FormatPerfect

Dimensions

Item Height0.5 in

Item Weight13.8 Oz

Item Length9.2 in

Item Width6.1 in

Additional Product Features

Intended AudienceScholarly & Professional

LCCN2005-001533

Dewey Edition22

ReviewsJoyce's Revenge makes a significant and distinctive contribution to Joyce studies, and it deserves a wide readership. The author is impressively well read in English and Irish cultural history, and the book identifies and explores an aspect of this history about which most Joyceans, perhaps, know less than they might. Among the books on Joyce I've studied recently this is perhaps the most absorbing read, cover to cover, of all of them., [a] superb study ... It is hard to pay sufficient tribute to Gibson's keenly detailed research and grasp of nuance in his discussion ... Joyce's Revenge deserves to become one of the landmarks in criticism devoted to Ulysses. Several chapters alone are worth the price of the book ... Shaprly and lucidly written, his book is accessible to readers who are not Joyce critics., Based on more than 50 studies of attempts to implement evidence based health care in different NHS settings, it provides a comprehensive and thoughtful review..., Joyce's Revenge deserves more than a review: better a colloquium dedicated to following its myriad trails. For all the headlong pursuit of its argument, its chapters are also diversions in themselves, localized and surprising., Andrew Gibson has written a book to be mined for decades to come for its unqiue historicaL insight, its extraordinary attention to detail and its powerful theoretical grasp. Joyce's Revenge is the kind of rare book one compulsively recommends to students and friends., The true distinction of Joyce's Revenge lies in its density. This comes in two forms: intellectual and historical. Every page in this book feels hard-won; every argument is sophisticated enough to include a host of variations, or a sequence of counter-arguments. There is almost a hint of Hegel or Adorno in Gibson's thought, the unremitting intensity with which a position is carried through in all its exemplification, then inverted with equal rigour., Joyce's Revenge splendidly serves to show us how significant is a scrutiny of the intertwined history of Britain and Ireland for understanding the radical aesthetics of Ulysses. This is a book that will keep Joyce scholars busy, and rightly so, for some time to come., Gibson's detailed reading of Ulysses against the background of its intertextual archive provides highly revealing and often surprising insights into Joyce's deconstructive representation of the ideological forces at work both in England and Ireland. Joyce's Revenge combines a masterly analytical approach with a supreme grasp of theory, intellectual rigour and a convincing power of persuasion. Among the many books on our shelves produced by the Joyce industry, Gibson's willfigure among the first things to read on Ulysses., This thought-provoking study makes a significant and highly original contribution to scholarship on Ulysses ... a particular strength of this book is the way in which it seeks to interpret the aesthetic of Ulysses as a whole, rather than focusing on a few key features or episodes., Andrew Gibson mentions that it took him fifteen years to write Joyce's Revenge. It's remarkable that he was able to produce this challenging, original study with its dense and learned historical detail that quickly. The book was worth waiting for., Aside from Joyce scholars those working more generally in Irish Studies should also read the book, as it indicates how closely Ulysses is an intervention into the crucial debates around history, culture, and national identity that shaped Ireland from the end of the nineteenth century., Andrew Gibson combines a wealth of knowledge and research ... with an admirable sensitivity to the Joycean text. The book has much to do with what postcolonial theory calls 'hybridity' and 'mimicry', but is also densely and precisely historicized ... Joyce's Revenge immerses itself in a broad range of specific cultural discourses on subjects from nationalist politics to medical debates to the politics of street names, the politics of Shakespeare and bardolatry,Protestant-Catholic relations, Jewishness, Irish historiography, women's journals, and astronomy. The result is an important new study that will alter the ways we read Ulysses., "Dopson and Fitzgerald and their colleagues provide an integrating framework to improve our understanding of what makes information credible and why clinicians and managers use new knowledge in making decisions. ... In all, this book is an important advance, demonstrating the utility of cross-case comparison in the expanding world of EBHC."--Arnold D. Kaluzny, Professor Emeritus of Health Policy and Administration, School of Public Health, University of North Carolina at Chapel Hill, It represents a breath of fresh air and contains lessons for those both producing and implementing evidence in EBM (Evidence Based Medicine). Although written as an academic book, it's readibility and numerous case studies allow it to drift close to being a 'how to' manual for implementing EBM., Andrew Gibson's is easily one of the most serious of academic books to have appeared on Joyce in recent years. It is densely researched, full of ideas, and well-embedded in current academic questions, and is sure to become a familiar point of reference in future debates as well as a standard to which subsequent researchers will have to aspire.

IllustratedYes

Dewey Decimal616

Table Of Content1. Introduction2. Studying Complex Organizations in Health Care3. Evidence-Based Health Care and the Implementation Gap4. Research Design: 'Upscaling' Qualitative Research5. The Active Role of Context6. Professional Boundaries and the Diffusion of Innovation7. Knowledge, Credible Evidence, and Utilization8. Knolwedge in Action9. Conclusion: From Evidence to Actionable Knowledge?

SynopsisHealth services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement change based on research evidence in the face of strong professional views and complex organizational structures. The book draws on a large body of evidence acquired in the course of nearly fifty in-depth case studies, following attempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attempts succeeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise. Knowledge to Action? will be of interest to Academics, Researchers, and Advanced Students of Organizational Behaviour, Public and Health Management, and Evidence-Based Medicine; and also of particular interest to Practitioners, Clinicians, and Public Health Managers concerned with implementing change to clinical practice., Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement change based on research evidence in the face of strong professional views and complex organizational structures., Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action? , the authors explore why it nevertheless proves notoriously difficult to implement research evidence in the face of strong professional views and complex organizational structures. Drawing on a large body of evidence acquired in the course of nearly fifty in-depth case studies following attempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attempts succeeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise., Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement research evidence in the face of strong professional views and complex organizational structures. Drawing on a large body of evidence acquired in the course of nearly fifty in-depth case studies following attempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attempts succeeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well asdetailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise., Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement change based on research evidence in the face of strong professional views and complex organizational structures. The book draws on a large body of evidence acquired in the course of nearly fifty in-depth case studies, followingattempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attemptssucceeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care. A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoreticalperspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas ofpublic management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise. Knowledge to Action? will be of interest to Academics, Researchers, and Advanced Students of Organizational Behaviour, Public and Health Management, and Evidence-Based Medicine; and also of particular interest toPractitioners, Clinicians, and Public Health Managers concerned with implementing change to clinical practice.

LC Classification NumberR723.7.K66 2005