Successful implementation of change in postgraduate medical education - a qualitative study of programme directors
| Autor: | Sari Ponzer, Lars Kihlström, Hanna Wijk, Kristiina Heikkilä, Jonas Nordquist |
|---|---|
| Rok vydání: | 2020 |
| Předmět: |
Medical education
020205 medical informatics Process (engineering) Sample (statistics) Postgraduate 02 engineering and technology Education 03 medical and health sciences 0302 clinical medicine Faculty development Qualitative research 0202 electrical engineering electronic engineering information engineering Humans 030212 general & internal medicine Staff Development Change management skin and connective tissue diseases LC8-6691 Education Medical Perspective (graphical) General Medicine Special aspects of education Leadership Mandate Medicine sense organs Psychology Meaning (linguistics) Research Article |
| Zdroj: | BMC Medical Education BMC Medical Education, Vol 21, Iss 1, Pp 1-8 (2021) |
| ISSN: | 1472-6920 |
| Popis: | Introduction Leaders in postgraduate medical education are responsible for implementing educational change. Although difficulties in implementing change are described both in the general leadership literature as well as in the field of medical education, knowledge of what characterises successful change leadership in postgraduate medical education is limited. The aim of this study is to explore the process used by educational leaders in successful change implementation in postgraduate medical education. Methods Semi-structured interviews were conducted with 16 programme directors to explore how they had implemented successful change projects. The sample consisted of programme directors who had reported in a previous survey having high educational impact at their workplace. Interviews were analysed using Ödman’s qualitative interpretative method. Results The interviews identified similarities in how participating programme directors had implemented changes. Five interconnected themes crystallised from the data: (1) belonging to a group, (2) having a vision and meaning, (3) having a mandate for change, (4) involving colleagues and superiors, and (5) having a long-term perspective. Conclusions Our findings illuminate important aspects of successful change management in postgraduate medical education. Change is ideally based on a clear vision and is implemented in coalition with others. A long-term strategy should be planned, including involvement and anchoring of key persons in several discrete steps as change is implemented. While some of these findings are congruent with the general literature on change management, this study emphasises the importance of a mandate, with successful change leadership dependent on coalition and the facilitation provided by the next level of leadership. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
|
Full text from SpringerLink