Fishbain Dana, Bartor Orit, Aviram Lilach, Golik Ahuva, Ashkenazi Shai, Eidelman Leonid
Harefuah. 2015 Jan;154(1):60-4, 66, 65.
In Israel, the training of a department head is based mostly on clinical and professional aspects and often does not include any training in other facets of management he or she will encounter. The newly appointed department head is expected from the start to deal with many diverse tasks, and is exposed to great physical and emotional stress. The Israeli Medical Association, taking note of this situation, initiated a mentoring program for newly appointed heads of medical departments, clinics and units. This article seeks to present a preliminary description of our experience with this mentoring project, in which senior managers mentor novices in the position.
An announcement of the new project was sent to both senior and beginning managers, detailing the project's goal. The project's content and structure were determined together with the participants, mentors and mentees. The values attending the project were delineated as full and genuine partnership, attention to needs, and personal choice of the mentee. Basic guidelines, adaptive to modification according to personal preferences, were developed based on these values. Though not readily assumed, our decision to allow mentees to choose their mentors was found to be suitable for this project. All participants, mentors and mentees, were asked to complete feedback forms in preparation for the final gathering of the group.
The first session of the project included 8 mentor and mentee couples. Feedback indicated a high suitability rate between mentor and mentee, which resulted in high levels of satisfaction among the mentees. Responses to feedback questionnaires depicted that the relationships between the mentors and mentees included trust, openness and a non-judgmental approach, which allowed mentees to share personal difficulties and develop plans to overcome them. Most mentees described the mentorship as providing leverage to personal growth. Mentors expressed satisfaction for the opportunity to contribute of their experience.
The success of the first session and the satisfaction expressed by its participants serve as an indication that the project met an existing need of beginning managers. The successful cooperation between mentors and mentees, closely accompanied by the professional staff, proved that beginning managers are more than willing to work alongside senior managers and learn from their vast experience. The writers believe there is a true need for mentorship for managers in our health system. The method depicted in this project was found to be efficient at this point. The next sessions of the project will allow us to identify more ways to match and oversee the mentor-mentee couples.
在以色列，科室主任的培训主要基于临床和专业方面，通常不包括对其即将面临的管理工作其他方面的任何培训。新任命的科室主任从一开始就需要处理许多不同的任务，并承受巨大的身体和精神压力。以色列医学协会注意到这种情况，启动了一项针对新任命的医学科室、诊所和单位负责人的指导计划。本文旨在初步介绍我们在这个指导项目中的经验，即由资深管理人员指导新手担任该职位。
向资深管理人员和新手管理人员都发送了新项目的公告，详细说明了项目目标。项目的内容和结构是与参与者、导师和学员共同确定的。参与项目的价值观被界定为充分而真诚的伙伴关系、关注需求以及学员的个人选择。基于这些价值观制定了基本指导方针，并可根据个人喜好进行调整。尽管并非理所当然，但我们让学员选择导师的决定被证明适用于这个项目。所有参与者，包括导师和学员，都被要求填写反馈表，为小组的最后一次聚会做准备。
项目的第一次会议有8对导师和学员。反馈表明导师和学员之间的匹配度很高，这使得学员的满意度很高。对反馈问卷的回答表明，导师和学员之间的关系包括信任、开放和不评判的态度，这使得学员能够分享个人困难并制定克服困难的计划。大多数学员将这种指导描述为有助于个人成长。导师们对有机会分享他们的经验表示满意。
第一次会议的成功以及参与者所表达的满意度表明该项目满足了新手管理人员的现有需求。导师和学员之间的成功合作，在专业人员的密切陪伴下，证明了新手管理人员非常愿意与资深管理人员合作并从他们丰富的经验中学习。作者认为我们的医疗系统中确实需要为管理人员提供指导。目前发现该项目中描述的方法是有效的。该项目的后续会议将使我们能够确定更多匹配和监督导师-学员对的方法。
