116 | Chapter 5 Box 1 The list of possible polarities of multipurpose portfolio use in medical training that was proposed during the first step of the formulation of the polarity map®. Polarity 1: Accountability & Learner Agency Possibility: Meaningful use of the portfolio for SRL (learning). Problem: Learners do not use the portfolio for personal learning (objectives), as they feel pressured to document information that is expected by others. FROM (perceptions of ) mandatory actions to add portfolio forms TO learner agency during the use/control of portfolio. Polarity 2: Need to prepare & Just-in-time Possibility: (Timely) embedding of portfolio processes (/time) in the workplace. Problem: Portfolio use is considered unattainable in the busy chaotic workplace. FROM perception of lack of time/taking too much time TO natural/timely embedding in workplace learning processes. Polarity 3: Management/handling & Coaching Possibility: Coaching/mentoring that is aligned with the portfolio’s purpose. Problem: Supervision meetings are used to check off responsibilities. FROM: perception of being kept in check TO meaningful and supported relationship mentormentee. Polarity 4: Assessment & Reflection Possibility: Portfolio assessments are an inspiration for meaningful reflection. Problem: Learners do not document their reflections due to fear of assessment. FROM anxiety to report because of summative consequences TO frank and open portfolio reports. Polarity 5: Structuring & Personalisation Possibility: The portfolio structure supports possibilities to personalise one’s portfolio. Problem: Learners do not know how to arrange their portfolio due to a rigid/limited structure of the portfolio. FROM (lack of ) external structure limits the possibilities of portfolio use TO the portfolio supports learners to personalise their portfolio. Polarity 6: Data-driven & Intuitive knowing, i.e. ‘gut feeling’ Possibility: Objective and subjective data are used in combination. Problem: I nformation is not documented in the portfolio, as coaching and learning are considered intuitive processes that cannot be formalised. FROM a portfolio with limited information TO a rich portfolio that supports coaching, learning and decision making. Note: These possible polarities were proposed by use of the two actions that are provided by the polarity thinking framework: (1) Think about some essential issues present within your organization: a. What are the most exciting possibilities? b. What are the most difficult, chronic problems? (2) Define what the organization is or should be moving FROM … and is or should be moving TO
RkJQdWJsaXNoZXIy MjY0ODMw