Collaborative ThinkingResources on the topic of collaborative thinkinghttps://evidence.thinkportal.org/handle/123456789/22024-03-28T12:19:45Z2024-03-28T12:19:45ZCollaborative Learning Enhances Critical Thinkinghttps://evidence.thinkportal.org/handle/123456789/255062022-07-01T10:29:25ZCollaborative Learning Enhances Critical Thinking
The concept of collaborative learning, the grouping and pairing of students for the purpose of achieving an academic goal, has been widely researched and advocated throughout the professional literature. The term "collaborative learning" refers to an instruction method in which students at various performance levels work together in small groups toward a common goal. The students are responsible for one another's learning as well as their own. Thus, the success of one student helps other students to be successful.
Should they have a percutaneous endoscopic gastrostomy? The importance of assessing decision-making capacity and the central role of a multidisciplinary teamClarke, GemmaGalbraith, SarahWoodward, JeremyHolland, AnthonyBarclay, Stephenhttps://evidence.thinkportal.org/handle/123456789/902015-06-20T13:13:28Z2014-01-01T00:00:00ZShould they have a percutaneous endoscopic gastrostomy? The importance of assessing decision-making capacity and the central role of a multidisciplinary team
Clarke, Gemma; Galbraith, Sarah; Woodward, Jeremy; Holland, Anthony; Barclay, Stephen
Decisions about percutaneous endoscopic gastrostomy (PEG) can be clinically and ethically challenging, particularly when patients lack decision-making capacity. As the age of the UK population rises, with the associated increase in prevalence of dementias and neurodegenerative diseases, it is becoming an increasingly important issue for clinicians. The recent review and subsequent withdrawal of the Liverpool Care Pathway highlighted feeding as a particular area of concern. The authors undertook a 1-year retrospective review of individuals referred to the feeding issues multidisciplinary team (FIMDT) at Addenbrooke's Hospital, Cambridge, UK, in 2011. The majority of patients referred (n = 158) had a primary diagnosis of cancer (44%). The second largest group was those who had had a stroke or brain haemorrhage (13%). Twenty-eight per cent of patients had no, or uncertain, decision-making capacity on at least one occasion during decision-making. There are reflections on the role of a multidisciplinary team in the process of decision-making for these complex patients.
2014-01-01T00:00:00ZEffects of self-other decision making on regulatory focus and choice overloadPolman, Evanhttps://evidence.thinkportal.org/handle/123456789/912015-06-20T13:13:28Z2012-01-01T00:00:00ZEffects of self-other decision making on regulatory focus and choice overload
Polman, Evan
A growing stream of research is investigating how choices people make for themselves are different from choices people make for others. In this paper, I propose that these choices vary according to regulatory focus, such that people who make choices for themselves are prevention focused, whereas people who make choices for others are promotion focused. Drawing on regulatory focus theory, in particular work on errors of omission and commission, I hypothesize that people who make choices for others experience a reversal of the choice overload effect. In 6 studies, including a field study, I found that people who make choices for themselves are less satisfied after selecting among many options compared to few options, yet, people who make choices for others are more satisfied after selecting among many options compared to few options. Implications and suggestions for other differences in self–other decision making are discussed.
2012-01-01T00:00:00ZNon-technical Interoperability: The Challenge of Command Leadership in Multinational OperationsStewart, K.Cremin, D.Mills, M.Phipps, D.https://evidence.thinkportal.org/handle/123456789/932015-06-20T13:13:27Z2004-01-01T00:00:00ZNon-technical Interoperability: The Challenge of Command Leadership in Multinational Operations
Stewart, K.; Cremin, D.; Mills, M.; Phipps, D.
Interoperability in multinational forces generally refers to compatibility of hardware and software. Connectivity alone, however, does not confer capability and must be accompanied by interoperability of people, process, and organization. A series of research studies has been conducted aiming to identify and understand non-technical factors that have the potential to impinge on optimal inter-working in multinational forces. This paper summarizes the findings of a study that investigated command leadership in multinational forces. This work set out to investigate the challenges faced by senior commanders when tasked to lead personnel from other nations and to capture information as to how these challenges have been addressed in the past. 10 senior British military commanders with experience of multinational command were interviewed. Six of the participants held 1-star rank or above and all three services were represented. Issues raised included the frictions involved in balancing national political-strategic requirements with military effectiveness, the need to adapt command and leadership styles to the contingents under command, and the challenges of rapidly developing effective working relationships with national contingent commanders. A number of approaches to enhance the effectiveness of command are suggested including enhanced preparedness via education, career management, and training.
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