Learning to Lead in the Academic Medical Center: A Practical - download pdf or read online
By Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus
This compelling identify is a accomplished, functional advisor for present and aspiring leaders in educational scientific facilities (AMC). providing either a large evaluate of the dynamics of the AMC and an in depth “how-to” set of directions for the wide-ranging occasions that call for expert management, this expertly designed quantity is stuffed with significant examples and insights. Learning to steer within the educational scientific heart: a pragmatic Guide contains 5 components. the 1st 3 sections are narrative and meant to assist the reader develop into a greater chief. the 1st part appears to be like on the AMC as a social approach and emphasizes an figuring out of crew dynamics. the second one part discusses the serious position of character, whereas the 3rd covers the entire priceless management ability units similar to negotiation, persuasion, clash answer, working a gathering, and so forth. The fourth part is an interesting sequence of case vignettes to resolve according to the cloth that preceded it. the ultimate part offers a suite of hugely tutorial recommendations to these situations. An critical reference authored by means of 3 hugely finished leaders within the box, Learning to guide within the educational clinical middle: a pragmatic Guide can be of significant curiosity to all physicians and trainees who search a complete but convenient source at the need-to-know fundamentals of good fortune within the AMC environment.
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Extra resources for Learning to Lead in the Academic Medical Center: A Practical Guide
These variables are: COMMON VALUES FOR SCHOOLS OF MEDICINE Process/Executive Control the degree to which the organization requires faculty approval versus allows leader initiated activities Ranking and Honors/Mission the value the institution places on rankings versus on meeting its mission Individual Stars/Equity the value the faculty place on outstanding scholars even when they consume excessive resources versus an ideal that resources should be evenly distributed Care and Feeding/Darwinism the degree to which an organization feels that an individual faculty member needs assistance to succeed versus the survival of the fittest, that is, the feeling that the strong will survive and that survival is a useful sorting mechanism COMMON VALUES FOR HEALTH SYSTEMS Remunerative/Comprehensive services the balance between profitable services and loss leaders Cost Containment/Faculty Desires and Needs how much margin is fed back into programs?
It requires negotiating disagreements when values conflict. It requires reaffirming values and redefining them in the current context. It requires understanding archetypes. 26 2 Culture Is King As I reflect on my time as dean, I now realize (I didn’t then) that every major change initiative must include at its inception an understanding of culture. Whether it’s negotiating with your president, attempting to bring two programs together in a single one, or purchasing a hospital and integrating services, all depend on defining underlying beliefs and assumptions and, when necessary, redefining them to meet new goals.
They can simply outlive you and resist you. They will be there when you leave. As one faculty member confided in me once when talking about their new but already unpopular dean, “Oh we can outlast him. ” I recall having to decide whether to take the chair’s position at Emory. The dean who sent me the offer letter abruptly resigned to go to another institution, and I had to decide whether to go into the situation without a permanent dean. I called Dean Warren, the chair of surgery there. He had impressed me when I interviewed there.