Abrahamson S
University of Southern California School of Medicine, Los Angeles, USA.
Acad Med. 1996 Apr;71(4):343-7. doi: 10.1097/00001888-199604000-00008.
The author maintains that the quality of medical education has been dropping for the last few decades as medical schools become less and less focused on their primary purpose of training physicians. Until the years immediately following World War II, the administration of the medical school was carried out by a small staff headed by a dean whose role was to provide leadership in educational matters. Academic departments managed the educational program, and the faculty were expected to be teachers and to participate in educational planning, preparation of teaching materials, advising of students, assessment of students' performances, admission, and all other tasks associated with having a teaching position. Today, the administration of a typical school includes any number of assistants to the dean and a wide variety of other staff dealing not only with educational functions but with grant management, public relations, fund-raising, personnel policy, budgeting, and an enormous and complex parallel structure designed to manage clinical practice and to respond to market pressures. The role of faculty has also changed greatly; faculty are expected to be researchers and clinicians first, and teaching is usually shortchanged. The author explains why he believes these changes have come about; for example, the strong federal support of research after World War II, which encouraged a growing dependence of medical schools on research grants and consequently raised in importance those faculty who could obtain such grants. He concludes with common-sense proposals for reform (such as having the education of medical students in the hands of a small number of faculty whose prime responsibility is teaching), but admits that there are fundamental barriers to such reforms, especially vested interests and resistance to change. In the end, change will come only when those in power recognize that medical schools must be returned to their primary role of training physicians.
作者认为,在过去几十年里,医学教育质量一直在下降,因为医学院越来越不专注于其培养医生的首要目的。直到第二次世界大战刚结束后的那些年,医学院的管理工作由一小批人员负责,由一位院长领导,其职责是在教育事务中发挥领导作用。学术部门管理教育项目,教师既要授课,也要参与教育规划、教材编写、学生指导、学生成绩评估、招生以及与教学岗位相关联的所有其他任务。如今,一所典型医学院的管理团队包括多位院长助理以及各种各样的其他工作人员,他们不仅负责教育职能,还负责科研经费管理、公共关系、筹款、人事政策、预算编制,以及一个庞大复杂的并行结构,旨在管理临床实践并应对市场压力。教师的角色也发生了很大变化;现在人们期望教师首先是研究人员和临床医生,教学工作通常就被忽视了。作者解释了他认为这些变化为何会出现;例如,二战后联邦政府对科研的大力支持,这使得医学院越来越依赖科研经费,从而提高了那些能够获得此类经费的教师的地位。他最后提出了一些常识性的改革建议(比如让少数主要负责教学的教师来培养医学生),但也承认进行此类改革存在一些根本障碍,尤其是既得利益和对变革的抵制。最终,只有当掌权者认识到医学院必须回归其培养医生的首要角色时,变革才会到来。