Hanyang Med Rev.  2012 Feb;32(1):1-7. 10.7599/hmr.2012.32.1.1.

Leadership Challenges in the Advancement of Medical Education

Affiliations
  • 1Department of Medical Education, Seoul National University College of Medicine, Seoul, Korea. hismed1@snu.ac.kr

Abstract

Constant change is inevitable in medical education. Medical education is continually influenced as medical schools adapt to new environments, as the society redefines the role of doctors, by ongoing advancements in medical practice, and as educational theory and practice continues to improve. In addition, the external stakeholders such as consumers, government, and accreditation bodies and internal stakeholders such as professors and students are seeking for changes in medical education. Developing an adequate response to the ongoing change in medical education is not easy. Making changes in a complex system like medical education has been compared to 'moving a graveyard'. In order to facilitate successful adaptation to the evolving social and educational parameters involved in medical education, leadership would benefit greatly by the study and application of change management theory that has proven successful in corporate manage ment. A number of authors have suggested that 'in loosely coupled organizations like medical schools, a campaign approach is more effective than a general change management approach'. To make the campaign approach successful, change leaders in medical education need to be facilitative leaders who can stimulate and guide constructive dialogue between faculty members and students, and who can promote a sense of ownership of the ongoing changes developing in the consultations between the internal stakeholders comprising the professors and students.

Keyword

Organization and Administration; Organizational Change; Leadership; Medical Education

MeSH Terms

Accreditation
Education, Medical
Humans
Leadership
Organization and Administration
Organizational Innovation
Ownership
Referral and Consultation
Schools, Medical

Cited by  2 articles

Reforming medical education for strengthening primary care
Kyoungwoo Kim, Seunghwa Lee, Hoonki Park
J Korean Med Assoc. 2013;56(10):891-898.    doi: 10.5124/jkma.2013.56.10.891.

The role of Korean Council on Medical Education and its future direction
Hee Chul Han
J Korean Med Assoc. 2019;62(6):294-299.    doi: 10.5124/jkma.2019.62.6.294.


Reference

1. Watson RT, Suter E, Romrell LJ, Harman EM, Rooks LG, Neims AH. Moving a graveyard: how one school prepared the way for continuous curriculum renewal. Acad Med. 1998. 73:948–955.
2. Bland CJ, Starnaman S, Wersal L, Moorehead-Rosenberg L, Zonia S, Henry R. Curricular change in medical schools: how to succeed. Acad Med. 2000. 75:575–594.
3. Ross RH, Fineberg HV. Innovators in physician education: the process and pattern of reform in North American medical schools. 1996. New York: Springer;xi–xxvi.
4. Cuban L. The lure of curricular reform and its pitiful history. Phi Delta Kappan. 1993. 75:182–185.
5. Cooke M, Irby DM, O'Brien BC, Shulman LS. Carnegie Foundation for the Advancement of Teaching. Educating physicians: a call for reform of medical school and residency. 2010. San Francisco: Jossey-Bass;163–210.
6. Ogur B, Hirsh D, Krupat E, Bor D. The Harvard Medical School-Cambridge integrated clerkship: an innovative model of clinical education. Acad Med. 2007. 82:397–404.
7. Shin JS, Lee YS. A study on the integrated medical teaching courses administration at Seoul National University College of Medicine for the past thirty years. Korean J Med Educ. 2000. 12:271–287.
8. Schmidt HG. Problem-based learning: rationale and description. Med Educ. 1983. 17:11–16.
9. Wang KC. Medical education innovation in medical schools. 27th Korean Medical Education Conference Proceeding. 2011. 2011 Jun 9 - Jun 11; Gwangju, Korea: The Korean Society of Medical Education;83–86.
10. Quinn RE. Deep change: discovering the leader within. 1996. San Francisco: Jossey-Bass;1–12.
11. Pogrow S. Reforming the wannabe reformers. Phi Delta Kappan. 1996. 77:656–663.
12. Kotter JP, Cohen DS. The heart of change: real-life stories of how people change their organizations. 2002. Boston: Harvard Business School Press;3–7.
13. Gilmore TN, Hirschhorn L, Kelly M. Challenges of leading and planning in academic medical centers [Internet]. c1999. cited 2011 Nov 20. Philadelphia (PA): Center for Applied Research;Available from: http://www.cfar.com/Documents/Lead_AMC.pdf.
Article
14. Gilmore TN. Campaign as a vehicle for organizational change in loosely coupled systems. Instructional presentation presented at the Council of Deans Leadership Initiatives: executive development seminar for deans. 2002. 01. 26. Washington, DC, US: Association of American Medical Colleges.
Article
15. Bowe CM, Lahey L, Armstrong E, Kegan R. Questioning the "big assumptions". Part I: addressing personal contradictions that impede professional development. Med Educ. 2003. 37:715–722.
Article
16. Bowe CM, Lahey L, Kegan R, Armstrong E. Questioning the "big assumptions". Part II: recognizing organizational contradictions that impede institutional change. Med Educ. 2003. 37:723–733.
Article
Full Text Links
  • HMR
Actions
Cited
CITED
export Copy
Close
Share
  • Twitter
  • Facebook
Similar articles
Copyright © 2024 by Korean Association of Medical Journal Editors. All rights reserved.     E-mail: koreamed@kamje.or.kr