Santilli Steven Michael
Department of Surgery, University of Minnesota Medical School, Vascular Surgery Services, Minneapolis, Minnesota 55455, USA.
Acad Med. 2008 Jan;83(1):66-73. doi: 10.1097/ACM.0b013e31815c6570.
To determine the issues important to stakeholders in today's academic surgery departments, to query key stakeholders about possible solutions, and to investigate the correlation of organizational alignment among department stakeholders with department performance.
Between July 2003 and October 2005, the author designed, piloted and carried out a study in which he interviewed key stakeholders-deans, chief executive officers/chief financial officers (CEOs/CFOs) of hospitals and health system practice plans, surgery department chairs, and surgery department members-from 12 randomly selected academic surgery departments. Important issues and solutions were identified and comparisons among stakeholder groups performed. Alignment was evaluated both among and within groups and organizations.
Stakeholders (11 deans, 9 CEO/CFOs, 12 department chairs, 10 department faculty members) identified 12 issues and offered potential solutions and responses important to today's academic surgery department. One issue identified was promotion and tenure; nearly all stakeholders stated that its current form needed to be changed. Alignment analysis was incomplete because of inconsistent outcomes reporting.
The uniformity of issues facing academic surgery departments and the similarity of the solutions proposed to address these issues (both study findings) suggest a need to change the paradigm and think "outside the box." The study findings suggest that academic surgery departments, under strong leaders, must establish a unified culture, define a compelling vision, articulate a clear mission, and develop fully accepted values to be successful. The study findings could be useful in designing and developing academic surgery departments in today's health care environment.
确定对当今学术外科部门的利益相关者重要的问题,向关键利益相关者询问可能的解决方案,并调查部门利益相关者之间的组织协调性与部门绩效的相关性。
在2003年7月至2005年10月期间,作者设计、试行并开展了一项研究,他采访了来自12个随机挑选的学术外科部门的关键利益相关者——院长、医院及卫生系统实践计划的首席执行官/首席财务官(CEO/CFO)、外科部门主任以及外科部门成员。确定了重要问题和解决方案,并对利益相关者群体进行了比较。对群体之间以及群体和组织内部的协调性进行了评估。
利益相关者(11位院长、9位CEO/CFO、12位部门主任、10位部门教员)确定了12个问题,并提供了对当今学术外科部门重要的潜在解决方案和应对措施之一。确定的一个问题是晋升和终身教职;几乎所有利益相关者都表示其当前形式需要改变。由于结果报告不一致,协调性分析不完整。
学术外科部门面临问题的一致性以及为解决这些问题而提出的解决方案的相似性(两项研究结果)表明需要改变模式并跳出框框思考。研究结果表明,学术外科部门在强有力的领导者的带领下,必须建立统一的文化,定义引人注目的愿景,阐明明确的使命,并形成被充分接受的价值观才能取得成功。研究结果可能有助于在当今医疗环境中设计和发展学术外科部门。