Pololi Linda H, Krupat Edward, Schnell Eugene R, Kern David E
Senior scientist, Brandeis University; Director, National Initiative on Gender, Culture and Leadership in Medicine: C - Change.
J Contin Educ Health Prof. 2013 Fall;33(4):244-57. doi: 10.1002/chp.21189.
Research suggests an ongoing need for change in the culture of academic medicine. This article describes the structure, activities and evaluation of a culture change project: the C - Change Learning Action Network (LAN) and its impact on participants. The LAN was developed to create the experience of a culture that would prepare participants to facilitate a culture in academic medicine that would be more collaborative, inclusive, relational, and that supports the humanity and vitality of faculty.
Purposefully diverse faculty, leaders, and deans from 5 US medical schools convened in 2 1/2-day meetings biannually over 4 years. LAN meetings employed experiential, cognitive, and affective learning modes; innovative dialogue strategies; and reflective practice aimed at facilitating deep dialogue, relationship formation, collaboration, authenticity, and transformative learning to help members experience the desired culture. Robust aggregated qualitative and quantitative data collected from the 5 schools were used to inform and stimulate culture-change plans.
Quantitative and qualitative evaluation methods were used. Participants indicated that a safe, supportive, inclusive, collaborative culture was established in LAN and highly valued. LAN members reported a deepened understanding of organizational change, new and valued interpersonal connections, increased motivation and resilience, new skills and approaches, increased self-awareness and personal growth, emotional connection to the issues of diversity and inclusion, and application of new learnings in their work.
A carefully designed multi-institutional learning community can transform the way participants experience and view institutional culture. It can motivate and prepare them to be change agents in their own institutions.
研究表明，学术医学文化持续需要变革。本文描述了一个文化变革项目的结构、活动和评估：C - 变革学习行动网络（LAN）及其对参与者的影响。LAN的开发旨在营造一种文化体验，使参与者能够在学术医学中促进形成一种更具协作性、包容性、关联性且支持教职员工人性与活力的文化。
来自美国5所医学院的有目的多样化的教职员工、领导者和院长们在4年时间里每半年参加一次为期2.5天的会议。LAN会议采用体验式、认知式和情感式学习模式；创新的对话策略；以及反思性实践，旨在促进深度对话、关系形成、协作、真实性和变革性学习，以帮助成员体验期望的文化。从这5所学校收集的丰富的定性和定量汇总数据被用于为文化变革计划提供信息并激发该计划。
采用了定量和定性评估方法。参与者表示，LAN中建立了一种安全、支持性、包容性、协作性的文化，且备受重视。LAN成员报告称，他们对组织变革有了更深入的理解，建立了新的且有价值的人际关系，增强了动力和适应力，掌握了新技能和方法，提高了自我意识和个人成长，在情感上与多样性和包容性问题建立了联系，并将新学到的知识应用到了工作中。
一个精心设计的多机构学习社区可以改变参与者体验和看待机构文化的方式。它可以激励并使他们做好准备，成为自己所在机构中的变革推动者。
