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Books on the topic 'Shared knowledge management'

Author: Grafiati

Published: 5 June 2025

Last updated: 16 July 2025

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1

Parker, James F. Shared goals, shared knowledge, and mutual respect = a shared mission. FTPress Delivers, 2010.

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2

L, Thompson Leigh, Levine John M, and Messick David M, eds. Shared cognition in organizations: The management of knowledge. L. Erlbaum, 1999.

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3

Raven, Arjan. Knowledge management for new product development meetings: The roles of information technology in shared knowledge creation. Bell & Howell Information and Learning Company, 2001.

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4

Peterson, Kent D. Principals skills and knowledge for shared decision making: Final deliverable to OERI. U.S. Dept. of Education, Office of Educational Research and Improvement, Educational Resources Information Center, 1995.

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5

International Conference on Creating Wisdom and Knowledge through Shared Learning: Roles of Librarians and Information Managers (2012 Indian Institute of Management Indore). Creating wisdom and knowledge through shared learning: Role of librarians and information managers : conference papers. Edited by Parvez Akhtar, MANLIBNET (Network), and Indian Institute of Management, Indore. Management Libraries Network, 2013.

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6

Varra, Lucia, ed. Dal dato diffuso alla conoscenza condivisa. Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.

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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.

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7

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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8

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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10

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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11

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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12

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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13

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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14

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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15

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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16

Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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17

Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2015.

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18

Handzic, Meliha, and Antonio Bassi. Knowledge and Project Management: A Shared Approach to Improve Performance. Springer, 2018.

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19

Handzic, Meliha, and Antonio Bassi. Knowledge and Project Management: A Shared Approach to Improve Performance. Springer, 2017.

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20

(Editor), John M. Levine, Leigh L. Thompson (Editor), and David M. Messick (Editor), eds. Shared Cognition in Organizations: The Management of Knowledge (Lea's Organization and Management Series). Lawrence Erlbaum, 1999.

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21

(Editor), John M. Levine, David M. Messick (Editor), and Leigh L. Thompson (Editor), eds. Shared Cognition in Organizations: The Management of Knowledge (Lea's Organization and Management Series). Lawrence Erlbaum, 1999.

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22

Kinghorn, Johann. Vine: Knowledge Sharing and Virtual Communities from the International Conference on Knowledge Management 2009. Emerald Publishing Limited, 2011.

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23

Knowledge management and analysis of ESCWA member countries capacities in managing shared water resources. United Nations, 2009.

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24

The Data Life Cycle: Practices and Policies. The Global Health Network, 2024. http://dx.doi.org/10.48060/tghn.140.

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Expectation from health research funders, regulatory agencies, and journals for sharing of de-identified individual-level health research data has been increasing. Arguments in favour of data sharing include maximising the utility of the data, improving research transparency and allowing confirmation of the interpretation of results, with the overall goal of improving science and health. However, the volume of data shared remains low. This has been partially attributed to lack of data management capacity and lack of knowledge of how and where to share data. This course aims to fill this gap by giving you basic and practical guidance in data management and sharing.

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25

Reaching for the Knowledge Edge: How the Knowing Corporation Seeks, Shares & Uses Knowledge for Strategic Advantage. American Management Association, 2001.

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26

Eastick, Bob. Lion's Share - Knowledge Is Power: High Tech Sales and Business Management. Tellwell Talent, 2021.

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27

Eastick, Bob. Lion's Share - Knowledge Is Power: High Tech Sales and Business Management. Tellwell Talent, 2021.

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28

Ferlie, Ewan, Sue Dopson, Chris Bennett, Michael D. Fischer, Jean Ledger, and Gerry McGivern. Knowledge leadership. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198777212.003.0010.

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This chapter explores how individual knowledge leaders use research-based management knowledge to stimulate organizational and system-level change. Situated within literature on organizational processes and practices, we study empirically how key knowledge leaders, embedded within each of our sites, mobilized research-based knowledge into organizational practices. First, we characterize knowledge leadership tactics, of knowledge transposition by mid-level specialists identified with particular knowledges, who used their local credibility to authoritatively interpret and transpose certain texts into organizational practices. Secondly, senior leaders’ appropriation and synthesis of texts was used to produce an assemblage of actors, materials, and techniques that powerfully shaped organizational narratives and projects. Overall, we argue that knowledge leadership entails effortful processes of imbuing texts with emotions, identities, and politics to mobilize locally significant ‘textual economies’ of management knowledge.

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29

Lyons, Michael C., and James A. Alexander. The Knowledge-Based Organization: Four Steps to Increasing Sales, Profits, and Market Share. McGraw-Hill, 1994.

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30

Kenney, Padraic. “This Purgatory Is Useful”. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780199375745.003.0010.

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Prisoners and their supporters often refer to the experience as a “prison university.” Time in prison among people of the same movement gave prisoners the opportunity to learn and to develop politically. Prisoners who might never have met outside grew together as they studied and shared knowledge. Disparities of knowledge and political experience made communal education possible. Everything from mathematics to foreign languages to the basics of ideology brought prisoners together in a common activity. Prisoners on Robben Island used the management of sports to hone their administrative abilities. IRA men in Long Kesh developed new approaches to the fight against British rule in Northern Ireland.

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31

Guen, Olivier Le. Managing epistemicity among the Yucatec Mayas (Mexico). Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198789710.003.0010.

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Many studies have supported the idea that human interaction relies on cooperation and joint action, implying that everyday communication has primarily a social motivation. According to Grice, interlocutors are expected to meet the informational needs of their interactional partner(s) in both accuracy and informativeness. However, conversional principles incompatible with Grice’s maxims have been found to be implicitly applied in traditional societies from Madagascar, the Pacific Islands, and Mesoamerica. This chapter considers the management of epistemicity among the Yucatec Mayas of Mexico, focusing on the function and use of evidential particles and the broader cultural context into which they fit. Another is to present the implicit rules that adults and children follow to evaluate and endorse claims of knowledge. Such rules might explain why Yucatec Mayas tend to be linguistically accurate in stating and evaluating knowledge sources. Because they expect others to lie or withhold information, they constantly monitor how their and others’ assertions and information are shared.

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32

Foster, Sheila R., and Chrystie F. Swiney, eds. The Cambridge Handbook of Commons Research Innovations. Cambridge University Press, 2021. http://dx.doi.org/10.1017/9781108938617.

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The commons theory, first articulated by Elinor Ostrom, is increasingly used as a framework to understand and rethink the management and governance of many kinds of shared resources. These resources can include natural and digital properties, cultural goods, knowledge and intellectual property, and housing and urban infrastructure, among many others. In a world of increasing scarcity and demand - from individuals, states, and markets - it is imperative to understand how best to induce cooperation among users of these resources in ways that advance sustainability, affordability, equity, and justice. This volume reflects this multifaceted and multidisciplinary field from a variety of perspectives, offering new applications and extensions of the commons theory, which is as diverse as the scholars who study it and is still developing in exciting ways.

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33

Conceição, Pedro, David V. Gibson, Manuel V. Heitor, and Syed Shariq, eds. Science, Technology, and Innovation Policy. Praeger, 2000. http://dx.doi.org/10.5040/9798216011859.

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Despite the unprecedented development and growth of knowledge during the 20th century, the evolution of a peaceful 21st century will depend on our ability to address the challenges of prosperity, sustainability, and security. From these challenges, this collection seeks to devise a research agenda to help us to understand better the knowledge-based economy. Science and technology have acquired increasing importance in the development of contemporary societies. Governments, firms, universities, and research laboratories all take part in the process of building what has been conceptualized as national and/or regional science and technology systems. The actions of these key players and the interactions between them determine the impact of science and technology activities and, more generally, of innovation strategies on the well-being of nations. One of the most important challenges in maximizing this impact is to understand and manage the complex processes that underlie world-class science and technology research, commercialization, and management. In addition, knowledge integration in key subjects is required to enhance economic wealth, shared prosperity, and social and cultural enhancement. In this context, this volume also addresses such important topics as policy and strategies for global sustainable development.

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34

Inside the minds: Leading marketers : industry leaders share their knowledge on the future of marketing, advertising, and building successful brands. Aspatore Books, 2001.

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35

Walsh, John F. The Indispensable Staff Manager. www.praeger.com, 2003. http://dx.doi.org/10.5040/9798400669750.

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The tools provided here, including a Strategic Organizational Planning Process (SOPP) model, can be used to foster a dynamic change in how staffs are trained, developed, managed, and led. The results of successfully implementing these changes include productivity gains without additional capital expenditures, a more satisfied workforce, lower turnover costs, and a more effective relationship between management and staff. In today's organizations, staffs are undervalued, misdirected, misunderstood, disrespected, and undereducated businesspeople. They are often ignorant of what their true role in the organization should be. They are valued for their specialized knowledge, but are rarely seen by senior management as major contributors to the bottom line. For this reason, staffs are ripe targets for reorganization, reengineering, or reduction, with little or no consideration of consequences other than the immediate impact on corporate profits. Whose fault is this situation? Is it merely a product of poor organizational design, or ineffective strategic planning? There exists a significant gulf in the understanding of staffs' roles in furthering organizational success on the part of all parties: line management, staff management, and the staff members themselves. Yet while the blame can be widely shared, only an effective staff manager can change the situation for the better.

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36

Hovda, Knut Erik, and Dag Jacobsen. Management of alcohol poisoning. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0327.

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Ethyl alcohol poisoning is by far the most common alcohol poisoning, and it can usually be handled by simple symptomatic treatment. Methanol and ethylene glycol poisonings share many characteristics, often presenting with a metabolic acidosis of unknown origin. Obtaining the diagnosis could be difficult, and assays for the toxic alcohol are seldom available at hand. The diagnosis should thus be supported by the use of the anion- and osmolal gaps, and/or a simple and specific formate enzymatic method measuring the toxic metabolite itself. A delayed diagnosis of poisonings will often have fatal consequences, in spite of effective treatment available. Treatment mainly consists of buffer, antidote, haemodialysis, and folinic acid (if methanol is suspected) in addition to supportive care. The long-term prognosis of cerebral (unless hypoxic damage)—and kidney function in ethylene glycol poisonings - is good given adequate treatment. Diethylene glycol is also highly toxic, but the knowledge on toxicity is limited. We recommend treatment similar to ethylene glycol poisonings. Other alcohol poisonings are less severe, and will usually present without pronounced metabolic acidosis.

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37

Ferlie, Ewan, Sue Dopson, Chris Bennett, Michael D. Fischer, Jean Ledger, and Gerry McGivern. Case study 3. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198777212.003.0008.

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The chapter discusses management consultants and consulting knowledge in health care, highlighting significant expenditure on consultancy and how consultants have shaped thinking in public services, which some critics suggest has served consultants’ own (financial) interests. The chapter then discusses the way consultants mobilize management knowledge and frame clients’ problems and solutions. It discusses an empirical case study of a consultancy project to redesign NHS organizations to make substantial ‘efficiency savings’. Here, consultants framed the NHS’s problem and solution, and then imposed an organizational redesign. Local NHS managers and clinicians framed the NHS’s problem differently, doubting the consultants’ framing and proposing redesign, but feeling unable to engage in dialogue about these concerns. Consequently, they engaged with the project in a calculated and defensive way, superficially accepting the redesign while waiting for its implementation to fail. Thus, the chapter demonstrates framing politics surrounding management consulting knowledge.

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38

Kenchington, Richard, Laura Stocker, and David Wood, eds. Sustainable Coastal Management and Climate Adaptation. CSIRO Publishing, 2012. http://dx.doi.org/10.1071/9780643104037.

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Australians are famous for our love of the coast, although in many places this 'love' has caused serious and often irreversible impacts. The sustainable management of our society's many uses of the coast is complex and challenging. While a wealth of knowledge exists about the coast, this is not always brought to bear on decision-making. Coastal management to date has had limited success, and in some cases interventions have made problems worse. Australia's coast has been shaped by severe events such as cyclones and floods, with climate change now increasing the number and intensity of these hazards. In addition, our coastal populations are growing, and with them our social, environmental and economic vulnerability to such hazards. This book explores the evolution of coastal management, and provides critical insights into contemporary experience and understanding of coastal management in Australia. It draws on contemporary theory and lessons from case examples to highlight the roles of research and community engagement in coastal management. The book concludes with a chapter of recommendations which can help guide coastal management and research around the world.

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39

Diamond, Tom, ed. Middle Management in Academic and Public Libraries. ABC-CLIO, LLC, 2011. http://dx.doi.org/10.5040/9798400685439.

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Drawing from the contributions of 20 academic and public library middle managers, this book reveals knowledge, expertise, and insights on a variety of management topics and responsibilities. Conflict resolution. Professional development. Budget cuts. Mentoring and performance evaluations. Time management. Diversity and workplace culture. All of these topics—as well as many others—represent challenges for library middle managers. This unique resource provides the key insight needed to successfully advance a middle management career to the highest levels in librarian administration. Middle Management in Academic and Public Libraries examines managerial topics such as the balance of authority and responsibility as viewed by middle managers, views of middle managers engaged as youth services librarians, collaboration efforts between public and technical services, integrating modern technologies into library services, and recommended career ladder steps. Each of the 20 contributors shares his or her specific expertise, resulting in an engaging compilation of great depth and breadth containing the "pearls of wisdom" that an aspiring middle manager needs in an academic or public library setting.

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40

Grievson, Oliver, Timothy Holloway, and Bruce Johnson, eds. A Strategic Digital Transformation for the Water Industry. IWA Publishing, 2022. http://dx.doi.org/10.2166/9781789063400.

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This book is a compilation of the knowledge shared and generated so far in the IWA Digital Water Programme. It is an insightful collection of white papers covering best practices, linking academic and industrial studies/insights with applications to give real-world examples of digital transformation. These White Papers are designed to help utilities, water professionals and all those interested in water management and stewardship issues to better understand the opportunities of digital technologies. This book covers a plethora of topics including: Instrumentation and data generationArtificial intelligence and digital twinsThe digital transformation and public healthMapping the digital transformation journey into the future With these topics, the aim is to present an all-encompassing reference for practitioners to use in their day-to-day activities. Through the Digital Water Programme, the IWA leverages its worldwide member expertise to guide a new generation of water and wastewater utilities on their digital journey towards the uptake of digital technologies and their integration into water services. ISBN: 9781789063394 (Paperback) ISBN: 9781789063400 (eBook) ISBN: 9781789063417 (ePUB)

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41

Inside the Minds: Leading Deal Makers - Top Venture Capitalists & Lawyers Share Their Knowledge on the Art of Deal Making and Negotiations (Inside the Minds). Aspatore Books, 2002.

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42

Inside the Minds: Leading Consultants - CEOs from BearingPoint, A.T. Kearney, IBM Consulting & More Share Their Knowledge on the Art of Consulting (Inside the Minds). Aspatore Books, 2001.

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43

Grievson, Oliver, Timothy Holloway та Bruce Johnson, ред. 水务行业的战略性数字化转型. IWA Publishing, 2025. https://doi.org/10.2166/9781789064940.

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Abstract This book is a compilation of the knowledge shared and generated so far in the IWA Digital Water Programme. It is an insightful collection of white papers covering best practices, linking academic and industrial studies/insights with applications to give real-world examples of digital transformation. These White Papers are designed to help utilities, water professionals and all those interested in water management and stewardship issues to better understand the opportunities of digital technologies. This book covers a plethora of topics including: Instrumentation and data generationArtificial intelligence and digital twinsThe digital transformation and public healthMapping the digital transformation journey into the future With these topics, the aim is to present an all-encompassing reference for practitioners to use in their day-to-day activities. Through the Digital Water Programme, the IWA leverages its worldwide member expertise to guide a new generation of water and wastewater utilities on their digital journey towards the uptake of digital technologies and their integration into water services. The English edition of this book is available here: https://iwaponline.com/ebooks/book/860/A-Strategic-Digital-Transformation-for-the-Water

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44

Smaniotto Costa, Carlos, Monika Mačiulienė, Marluci Menezes, and Barbara Goličnik Marušić, eds. Co-Creation of Public Open Places. Practice - Reflection - Learning. Edições Universitárias Lusófonas, 2020. http://dx.doi.org/10.24140/2020-sct-vol.4.

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The chapters of this book bring science a little closer to the knowledge about the design, production and management of public spaces. 37 authors responded to the Project’s call to share experiences, visions and reflections on how co-creation and participatory processes can create possibilities for a sustainable and equitable future. This book intends to help researchers, governments and community leaders to move from insights to more collaborative actions.

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45

Bento, João, José Duarte, Manuel V. Heitor, and William Mitchell, eds. Collaborative Design and Learning. Greenwood Publishing Group, Inc., 2004. http://dx.doi.org/10.5040/9798400628214.

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In today's knowledge-driven economy, the ability to share insight and know-how is essential for driving innovation and growth. In this groundbreaking volume, scholars from around the world demonstrate how communication and information technologies are enabling dynamic project design and management practices that challenge traditional concepts of time, space and behavior. Showcasing experiments in architecture, engineering, and construction design—employing technological infrastructures that link people and their ideas across physical, intellectual, and cultural boundaries—the authors consider such issues as the links between competence and innovation and between individual and collective knowledge. At the heart of their analysis is the realization that technological innovation is chiefly a social activity. The implications are profound for the practical management of complex design projects, experiments in distance learning and virtual teams, and emerging theoretical concepts of collaborative learning and innovation.

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46

Meek, Paul, Peter Fleming, Guy Ballard, et al., eds. Camera Trapping. CSIRO Publishing, 2014. http://dx.doi.org/10.1071/9781486300402.

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Camera trapping in wildlife management and research is a growing global phenomenon. The technology is advancing very quickly, providing unique opportunities for collecting new biological knowledge. In order for fellow camera trap researchers and managers to share their knowledge and experience, the First International Camera Trapping Colloquium in Wildlife Management and Research was held in Sydney, Australia. Camera Trapping brings together papers from a selection of the presentations at the colloquium and provides a benchmark of the international developments and uses of camera traps for monitoring wildlife for research and management. Four major themes are presented: case studies demonstrating camera trapping for monitoring; the constraints and pitfalls of camera technologies; design standards and protocols for camera trapping surveys; and the identification, management and analyses of the myriad images that derive from camera trapping studies. The final chapter provides future directions for research using camera traps. Remarkable photographs are included, showing interesting, enlightening and entertaining images of animals 'doing their thing', making it an ideal reference for wildlife managers, conservation organisations, students and academics, pest animal researchers, private and public land managers, wildlife photographers and recreational hunters.

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47

Inside the Minds: The Telecommunications Industry - CEOs from Tellabs, DSL.net, Primus, Voicestream & More Share Their Knowledge on the Future of the Telecommunications Revolution (Inside the Minds). Aspatore Books, 2002.

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48

Bates, Mike, Michael J. Spezzano, and Guy Danhoff. Health Fitness Management. 3rd ed. Human Kinetics, 2020. http://dx.doi.org/10.5040/9781718220935.

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Health Fitness Management, Third Edition, provides an in-depth picture of the challenging and rewarding role of the health and fitness club manager. Leading experts in the fitness industry share their insights in a practical manner, making this text the most authoritative and field-tested guide to fitness management success. Whether they are providing service to members, ensuring club safety and profitability, or motivating staff to perform at their best, health and fitness club managers need the right mix of skills and flexibility to support the success and continued growth of their clubs. This third edition addresses recently emerging topics and offers practical tools that will help health club managers succeed: • Opening chapter scenarios set the stage and put readers in the shoes of a club manager. • New case studies emphasize the importance of thoroughly understanding legal responsibilities and obligations. • Best practices and tips for managing social media pages give the reader practical ways to maximize marketing efforts and grow the business. • Reproducible forms save time in creating templates for common agreements and records, such as a membership agreement, an equipment maintenance form, and a guest registration and exercise liability waiver. To further support its applied approach, Health Fitness Management, Third Edition, incorporates updated research and industry trends as it leads readers through key managerial development areas. It starts with organizational fundamentals and the payoffs of thoughtful staff recruitment, training, development, and retention. It then shifts to methods for attracting and retaining members while also increasing profitability with the right mix of products and services. Finally, it reviews operational and facility management functions, covering everything from reading financial statements and maintaining equipment to understanding and managing risk. To aid with retention and for easy reference, The Bottom Line segments sum up the key points to emphasize the most important topics in the text. Learning objectives, key terms, and a list of references round out each chapter to foster a better learning experience. Instructors will have access to an instructor guide, which contains additional practical assignments, and a test package for gauging student comprehension. Written by industry experts, Health Fitness Management, Third Edition, is the fundamental resource for the management and operation of health and fitness facilities and programs. Enhanced with practical scenarios and applied knowledge, it provides a solid foundation for students preparing for a management career in the health and fitness industry, and it serves as an essential reference for professionals already enjoying the challenges and opportunities of club management. AUDIENCE A text for upper-level undergraduate students taking fitness management or related business courses. Also a professional reference for club managers and owners.

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49

Hardt, Heidi. NATO's Lessons in Crisis. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190672171.001.0001.

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In crisis management operations, strategic errors can cost lives. Some international organizations (IOs) learn from these failures, whereas, others tend to repeat them. Given high rates of turnover and shorter job contracts, how do IOs such as NATO retain any knowledge about past errors? Institutional memory enhances prospects for reforms that can prevent future failures. The book provides an explanation for how and why IOs develop institutional memory in international crisis management. Evidence indicates that the design of an IO’s learning infrastructure (e.g. lessons learned offices and databases) can inadvertently disincentivize IO elites from using it to share knowledge about strategic errors. Under such conditions, IO elites - high-level civilian and military officials - view reporting to be risky. In response, they prefer to contribute to institutional memory through the creation and use of informal processes such as transnational interpersonal networks, private documentation and conversations during crisis management exercises. The result is an institutional memory that remains vulnerable to turnover since critical knowledge is highly dependent on a handful of individuals. The book draws on the author’s interviews and a survey experiment with 120 NATO elites, including assistant secretary generals, military representatives and ambassadors. Cases of NATO crisis management in Afghanistan, Libya and Ukraine serve to further illustrate the development of institutional memory. Findings challenge existing organizational learning scholarship by indicating that formal learning processes alone are insufficient to ensure learning occurs. The book also offers policymakers a set of recommendations for strengthening the learning capacity of IOs.

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50

Bitzer, Johannes. Teaching psychosomatic obstetrics and gynaecology. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780198749547.003.0002.

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Gynaecologists and obstetricians are confronted with many tasks that require biopsychosocial competence, as explained in Chapter 2. Care for patients with unexplained physical symptoms, and patients with chronic incurable diseases, in various phases of their lives, require patient education, health promotion, counselling, and management of psychosocial problems. To obtain this competency, a curriculum is needed, which, besides gynaecology and obstetrics, includes elements of psychology, psycho-social medicine, and psychiatry, adapted to the specific needs of gynaecologists and obstetricians in their everyday work. A basic part of Chapter 2 shows the curriculum consists of teaching the knowledge, and skills derived from communication theory and practice including physician, and patient-centred communication with active listening, responding to emotions and information exchange as well as breaking bad news, risk-counselling, and shared decision-making. Building on these skills, trainees are introduced into the biopsychosocial process of diagnosis, establishing a 9-field comprehensive work-up using the ABCDEFG guideline (Affect, Behaviour, Conflict, Distress, Early life Experiences, False beliefs, Generalised frustration). The therapeutic interventions are based on a working alliance between the physician and the patient, and are taught as basic elements, which have to be combined according to the individual patient and the presenting situation. The overall technique for gynaecologists and obstetricians can be summarised as supportive counselling/psychotherapy. This includes elements such as catharsis, clarifying conflicts and conflict resolution, cognitive reframing, insight and understanding, stress reduction techniques, and helping in behavioural change (CCRISH).

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