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Showing posts with label learning. Show all posts
Showing posts with label learning. Show all posts

Tuesday, 26 August 2014

QuizUp and the dangers of Unconscious Competence



I have recently been playing QuizUp. It is an online quiz which you can play real time against other people from all parts of the world. There are innumerable topics and categories with thousands of people playing it.



I chose a topic that was familiar and another one which was not familiar. What I learned was something many of us may already know. But are we applying what we already know? Are we harming people by not recognising and applying what we know in a proper manner?



When I start playing QuizUp even for very familiar topics such as medicine or healthcare I had to read the questions slowly because the style and format of the question is different for each question. Some are direct, some are linked with directly topic related pictures, some are related with general pictures from news and social media that relate to the topic, some have humour, others have pun and so on. Then comes the answers there are very technical answers from some questions, lay answers for some, humorous answers for others and so on. So even when I understood the question perfectly well and knew AN answer which was right, THE answer that was right for QuizUp took time to learn. Of course there is the issue of learning the answers that I did not know before. 

Now, once these were learned, the issue became one of speed, because even if I knew all the answers if I did not answer them fast enough I would lose. At this point, I began winning a number of matches/plays/games. But also loosing a number of them because the speed itself caused errors due to many reasons including the jumbling of answers and the pressure involved in a fast recall and response to a touch screen.



At this stage, there is enough knowledge, memory, recall and speed which then moves on to pattern recognition. Most often there was no need to read the questions or the answers the responses came automatically, fast and correctly. It was on auto-pilot and very successful.



My scores were soaring, the whole thing was getting a bit monotonous, repetitive and pointless. This is when QuizUp decided to update the questions so there were a number of new questions thrown in. Obviously I had to go through the sequence described above for these new questions. That is when I discovered that I not only had trouble with the new questions in terms of knowledge, speed etc. Because the new questions had been interspersed with the older/original ones I was struggling with the older ones as well.



I was struggling to answer questions that I used to answer automatically and correctly within a second. I was getting them either slow or wrong. I was UK top ten for a particular month in the topic and was getting stuff wrong. Interestingly, because I was already way up top ten it really did not matter, I did not drop too many ranks if at all. Mind you, I am talking about marginal differences here. The nature of the game and my overall rank meant I was still winning but not as efficiently as before.

The worrying thing was that the minute I stopped pattern matching my scores fell.



The last point I wish to draw your attention to is this. I was concerned about the efficiency of my wins and started reviewing my questions by reading the question and answer in detail after playing each game. I was surprised that I was neither fully aware of the wordings of the question nor the logic of the answers; I knew what the question was and what the answer was that is knowledge but while answering them repeatedly my knowledge formed the basis of pattern matching but as the pattern matching became dominant potential and/or real drops in awareness of knowledge and on some occasions of knowledge itself happened.



Pondering on the above gave rise to some worrying thoughts and certain concepts which may be negatively affecting some of us.



Many of you with some knowledge about education and learning methods will recognise the model where we are

Unconsciously incompetent

Consciously incompetent

Consciously competent

Unconsciously competent



These are called the four stages of learning or four stages of competence and linked with the concepts around the Johari window.

Is there a risk with Unconscious Competence?



You would have noticed from my above description that like any learning or skill my QuizUp journey moved from Unconsciously Incompetent to Unconsciously Comptent. Educationalists and trainers want us to be unconsciously competent, it is supposed to be the highest in the hierarchy of learning and competence.



Here is the worry or the risk.



Many senior experienced older doctors are unconsciously competent, i.e. where we actually want them to be. When we want them to incorporate something new into their routines we are pushing them back to conscious competence. We are aware for that for the new skill there is a learning curve, we accept that. I am not sure if whether while the new skill is being incorporated their performance with their established skills fall, even temporarily; and if it were to fall whether we even notice it as it is likely to be subsumed in the averages of their overall numbers/performance which had a good baseline to start with.



But, here is the more worrying aspect. Due to some unfortunate reason if any of the senior established busy doctors were referred for an assessment of their knowledge and competence (say to an agency such as NCAS) these doctors are tested for their conscious competence when their daily practice is in the domain of unconscious competence. Add the pressure and stress of going through the formal assessments that decide the fate of their careers, these doctors often unsurprisingly come out as lacking in knowledge and skills, i.e. incompetent.



I have no empirical research or data to show this. I can only hypothesise based on my observation of my play of QuizUp that I really enjoy and am good at to some extent. Also, this phenomenon of slipping back into conscious competence may be limited only to me and not the rest of the world (though I doubt it) and so this whole concept may be relevant only to me.



However, my concerns are two fold. First, in teaching new skills to the old dogs we may be negatively impacting on their overall competence at least temporarily (while their new skill competence gradually improves – learning curve) and while this may be happening we may not be able to recognise it. Secondly, once these doctors are in difficulty, we may be testing the skills of race car driving with a normal driving test template and failing them in both.



Whether this is purely theoretical or not, it is worth putting some research into this. It may be beneficial to both patients and doctors.





M. HEMADRI

Follow me on twitter @HemadriTweets


Wednesday, 24 April 2013

My Conversation with Dr Ravindran, Chairman of Aravind Eye Care


I had the privilege of meeting Dr Ravindran, Ophthalmologist and Chairman of Aravind Eye Hospitals, India, at the International Forum for Quality and Safety in Healthcare London 2013. I had a general informal conversation but it was of course an eye opener - you bet he has experience in that!

I share some of the conversation here. 

Clinicians' Selection processes at Aravind

Doctors

It is well known that Aravind has processes that are followed really well by the staff, especially doctors who work there. Protocols and processes are very important for their pathways and systems to work. It is also well known in healthcare that it is very difficult to get doctors to follow organisational protocols. I asked Dr Ravindran on how they do that.

Aravind appoints doctors after a 3 day selection process. Applicant to appointment ratio is a minimum of 3:1. Fellows and residents work and spend time with staff on those three days. Doctors then provide feedback to the appointments panel on the suitability of applicants. Anyone blackballed by existing staff are not selected. The main if not the only criteria for appointment is if the doctor is 'suitable for our culture and basic values'.

They obviously get people who are already high flyers with research credentials, publications, etc but Aravind's attitude seems to be that they want only normal average people to work with them and their system and culture will then make them do good work. (This sounds very similar to Toyota Chairman Cho's statement that they get brilliant results from average/normal people when other car manufacturers get average results from brilliant people). These high flyers, if they are not suitable for the Aravind culture are told that they are likely to be very successful outside the Aravind systems.

Chairman Ravindran says 'we want everyone to be pleasant and professional to each other. If we detect even a small amount of arrogance during the selection process, we will not appoint the person. Arrogant people can offend and upset others which will disrupt team work and increase staff turnover - we cannot have that'.

Nurses

Student Nurses are selected after a written test and an interview. The test is a hand written test where they answer a question on a social concept. Hand writing is thought to be important (if you cannot read a person's writing the value of their documentation and written communication becomes a future problem). As for the content, it is thought that if a young aspiring nurse cannot write with genuine empathy about a socially important issue they would not fit in with Aravind's culture and communication.

Now comes the interesting part of the process. While interviewing the applicants is what everyone does anyway, Aravind interviews the parents of the applicants. They see this as very important. Attitudes of parents and aspects from home have an influence on how people behave and work. This is accounted for in the interview and selection process.

Once they are selected to be nursing students, Aravind pays for their training, accommodation etc. These students after graduation get to work for Aravind.

I probed their thinking - I said that the society will have many different types of people and their organisation will/should have different type of people; including and excluding some types will not reflect the society. Dr Ravindran was very clear with his answer, he said that of course the society  will have many types of people but in his organisation they only want the type of persons who can share their basic value.

Their basic value is compassion.
 
He also said that many in the organisation including the senior people continue to engage with the staff and their lives, he said 'I know a lot about many people who work with us, what they enjoy, what problems they have at work, what issues they have outside work and in general a lot about their lives. Due to this we are able to support them very early.'

Learning

I specifically asked him about where and whom he and his organisation learns from. He says that their main learning is from within their organisation, they try to improve everyday and share it with their internal colleagues -  mutual learning within the organisation. (This blog has in a previous post stated this as the fourth fundamental condition if healthcare is to be successful http://successinhealthcare.blogspot.co.uk/2012/01/hemadris-four-fundamental-questions-for.html )

No external consultant has even been contracted. No lean specialist, no management consultant. They get regular visitors trying to learn from the Aravind system. Aravind staff do visit hospitals around the world to explore what might be suitable for adaptation.

Attitudes

When asked about how they deal with the high volume of patients Dr Ravindran said 'If we have more patients we simply start early - all of us. We do not put patients on a waiting list, we do not turn patients away'.
I asked about being lean and quick and his response was 'It is not about being quick. It is the attitude of not wasting anything. So if we don't waste time it looks like we are quick. We do not throw away anything; if a bed sheet is torn you can be sure it will re-appear in some other form to help with some other function'.


I think my commentary is not really needed as the conversation is very illuminating and self-explanatory. Their website shows that eight out of ten directors of their board are doctors - does that say something? I think we can learn a great many things from Aravind Eye Care and their practices. I wonder what we can actually adapt and use for healthcare delivery in the western world?

©M HEMADRI 
Follow me on twitter @HemadriTweets
Links
Aravind Eye Care http://www.aravind.org/