Aagaard Eva M, Earnest Mark
Washington University School of Medicine St Louis MO USA.
University of Colorado Anschutz Medical Campus Aurora CO USA.
FASEB Bioadv. 2020 Dec 30;3(3):182-188. doi: 10.1096/fba.2020-00113. eCollection 2021 Mar.
Over the course of a few weeks in March, COVID-19 upended the daily lives of Americans. Academic Medical Centers became a center-point for the response to the virus. Leaders within academic medical centers faced twin challenges of responding to the needs of the patients we serve while managing radical changes within their own institutions, including the educational mission. In this article, we describe some key themes identified and lessons learned as educational leaders during this time. We draw from the experiences of two institutions- one public and one private. These lessons learned fall into the broad categories of leadership decision-making and communication and included the importance of principled decision-making, a connected leadership team, and effective communication both within leadership and to the broader institutional community. The consequences of these responses resulted in a renewed recognition for us as educational leaders of the interdependence of our tripartide academic fates, the importance of academic medical centers as anchor institutions and advocates for our community, and the resilience and ingenuity of our students. We provide examples of these lessons and themes and make recommendations for how to approach educational decision-making in the "new normal" of living with COVID-19 for the immediate future.
在3月的几周时间里，新冠病毒颠覆了美国人的日常生活。学术医疗中心成为应对该病毒的核心场所。学术医疗中心的领导者面临着双重挑战，既要满足我们所服务患者的需求，又要应对自身机构内部的巨大变革，包括教育使命方面的变革。在本文中，我们描述了在此期间作为教育领导者所确定的一些关键主题和汲取的经验教训。我们借鉴了两个机构的经验——一个公立机构和一个私立机构。这些经验教训大致可分为领导决策和沟通两类，包括原则性决策、紧密相连的领导团队以及在领导层内部和向更广泛的机构群体进行有效沟通的重要性。这些应对措施的结果使我们作为教育领导者重新认识到我们三方学术命运的相互依存关系、学术医疗中心作为核心机构和社区倡导者的重要性，以及我们学生的适应能力和创造力。我们提供了这些经验教训和主题的示例，并就如何在新冠疫情“新常态”下为不久的将来进行教育决策提出建议。
