A WORKSHOP. The Change Process & Leadership in Medical Education in a Complex World Stewart Mennin, PhD [email protected] TABLE OF CONTENTS. THE CHANGE PROCESS. Change is inevitable. It is a constant process. Education programs and curricula are life-
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Reflect & Evaluate
THE CHANGE PROCESS
A. List or describe one or more changes in medical education at your school that are needed.
Assume your change, program, course, or curriculum has been implemented.
List what you believe is needed to sustain and continue to improve educational programs over time.
B. List the factors that stimulated an awareness of the need for the change(s).
Most curriculum changes are complex events. To have sustainable positive outcomes, curriculum change needs to be approached from the perspective of adaptive leadership.
1. What is Adaptive Leadership and How Do You Apply it in medical education?
Adaptive leadership is mobilizing people to do work that consists of the learning required to address conflicts in the values people hold, or to diminish the gap between the values people stand for and the reality they face. Adaptive work requires a change in values, beliefs or behavior.
Three Key Elements: Context, Differences, Energy & Re-Organization
Context consist of parameters, boundaries, environment, values, rules, beliefs, organızational norms, etc. Leadershıp helps to set the conditions and situation for adaptive work, advances goals, designs and strategies for learning that promote adaptive work. Contxts are the open to the outside world and interact with ıt.
Differences are a source of solutions. An adaptive leader takes action to help people clarify values, usually by bringing together diverse views and promoting learning.
An adaptive leader promotes high quality exchange as a means of learning for adaptive problem solving and maximizing the probability of self-organization
Think of a curriculum change you have been or are planning to be involved with. Describe below the Context, Differences and Perspectives, and Self-organization that characterize it.
Boundaries Adaptive Leadership
Define your own specific strategies for adaptive leadership in your situation.
Diverse Perspectives (Differences)
Fulfilling expectations for answers
Protecting from outside threats
Letting people feel the threat to stimulate action
Orienting people to current roles
Disorienting people, allowing new roles to emerge
LEADERSHIP FOR A CHANGE
Adaptive Leadership – Mobilizing people to tackle tough problems.
[Based on Heiffetz, R.A. (1994).Leadership Without Easy Answers. Cambridge, MA: Belknap Press of Harvard University Press.]
Adaptive work consists of the learning required to address conflicts in the values people hold, or to diminish the gap between the values people stand for and the reality they face. Because adaptive leadership requires learning, the tasks of leadership consist of choreographing and directing the learning process in the organization or group. Adaptive work requires a change in values, beliefs or behavior. Leadership with or without authority requires an educative strategy. Exercising leadership from a position of authority in adaptive situations means going against the grain.
Going Against The Grain
Leading with Authority
Mobilizing adaptive work
Authority as a resource for leadership
Managing the holding environment
Gathering and influencing the flow of information
Framing the terms of the debate
Regulating conflict and distress
Structuring the decision processLeading Without Authority
Latitude for creative deviance
Single issue focus
Modulating the provocation
Describe program modifications and/or strategies you plan to address in order to take the next steps at your institution.
What When Who How
Everett Rogers, 2003
CHANGE & DIFFUSION OF INNOVATIONS
The edge of chaos (zone of complexity)
Far from Agreement
Close to Agreement
Close to Certainty
Far from Certainty
Brenda Zimmerman, Curt Lindberg, Paul Plsek
© 2001, Plexus Institute