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Published 11 July 2008, doi:10.1136/bmj.39540.415822.AD
Cite this as: BMJ 2008;337:a513
Erik Driessen, assistant professor
1 Faculty of Health, Medicine and Life Sciences, Maastricht University, Maastricht, Netherlands
e.driessen{at}educ.unimaas.nl
Portfolios were introduced with the aim of improving the learning and assessment of doctors. Erik Driessen believes that they work well when used correctly, but Geoff Norman (doi: 10.1136/bmj.39541.449306.AD) remains unconvinced
A major challenge facing us today is the move to assess doctors performance in the workplace instead of the examination hall. The portfolio remains our best solution. It allows the collation and integration of evidence on competence and performance from different sources to gain a comprehensive picture of everyday practice. Simultaneously, portfolios can guide and coach professional development. Studies in multiple contexts confirm that this is feasible if, and only if, users take on board the conditions required for effective use of portfolios.1 2
To provide credible evidence of fitness to practise doctors have to show in realistic, often stressful, situations that they are competent in all aspects of patient management, diagnostics, communication, teamwork, administration, and professionalism. Since the 1990s various instruments have been developed to assess workplace based learning: the mini-clinical evaluation exercise, multisource feedback, case based discussions, clinical work sampling, and direct observation of procedural skills.3
These tools provide piecemeal information on performance. None is perfect. A portfolio amalgamates evidence from the different sources, allowing assessors to make an overall judgment of competency. The strengths of one assessment method can compensate for the limitations of another. Recent reviews confirm that portfolios effectively assess day to day performance.1 2 A comprehensive range of information, collated in this way, can produce a well founded summative judgment.1 There is an important additional advantage. Doctors or students can simultaneously analyse their own performance. They can reflect on and improve their practice and set realistic objectives for further learning.4 5
However, when weighing the merits of portfolios, it is essential to realise that there is no one standard portfolio. Portfolios are as diverse as their potential content and can be adapted for various purposes.6 Their flexibility is a clear advantage. They can be tailored to the specific objectives or outcomes being assessed. Introducing portfolios is like buying new shoes: one size does not fit all. Careful fitting is essential. Their flexibility becomes a disadvantage when they are not tailored to the objectives they are supposed to help attain. If this is the case, misunderstandings arise.
Despite many vociferous advocates, portfolios can be unpopular with medical teachers and students. Frequently heard complaints are: "It takes up far too much time," "Why do we have to lug around these useless piles of paper?" and "What on earth am I to put in this self-reflection report?"
What are the facts? Research into their effectiveness is as heterogeneous as the portfolios themselves. Many reports have methodological limitations.1 However, the studies have several common findings. The literature shows that inappropriate use of portfolios can seriously undermine any potential benefit.1 2 Although the portfolio concept may seem deceptively simple, it is only too easy for the desired integrated, comprehensive picture to drown in a disorganised mess of useless information. Fortunately, the literature shows that three simple conditions can prevent this.1 2 7
Mentoring is the single most decisive success factor.7 8 Without an audience, every portfolio is arguably a waste of time.9 If students or doctors are to remain motivated to collate a portfolio, they need regular meetings with their mentor to reflect on the information, diagnose the state of their competence, and set further learning goals. Evidence shows that portfolios improve the planning and monitoring of continuing medical education by combining external assessment and self assessment with mentoring. They enable the doctor to develop more challenging learning goals than is customary in traditional continuing medical education.10 11
Secondly, the portfolio must be smart and lean.1 Doctors and students alike have a healthy dislike for messy and massive portfolios.12 A user friendly portfolio contains well organised materials confined to the portfolios purpose. It must be located quickly and with ease. Finally, users must have clear instructions and guidelines.13 For many, portfolios are foreign to the educational tradition they are accustomed to. The concept of combining formative professional development alongside summative assessment is new. Clear guidelines on the purpose, contents, and organisation of the portfolio are essential.14
Careful implementation is crucial. A strong resistance to the portfolio can be unleashed when learners are forced to stick to a rigidly prescribed format.4 15 Conversely, when learners are allowed to create a portfolio that reflects their personal interests and concerns, they will have a sense of ownership and be motivated to develop its content.7 16
We need to overcome existing tensions in portfolio design and seek a strong evidence base to optimise their use. With proper mentoring, restricted but relevant content, and well balanced guidelines reflective of its purpose, a portfolio undoubtedly makes an important contribution to the effective assessment, both formative and summative, of performance in the workplace.
Cite this as: BMJ 2008;337:a513
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