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J Susman1, J Pascoe

  • 1Department of Family Medicine, University of Cincinnati School of Medicine, P.O. Box 670582, Cincinnati, OH 45267-0582, USA. susmanj@fmmail.uc.edu

Academic Medicine : Journal of the Association of American Medical Colleges
|April 12, 2001
PubMed
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The Interdisciplinary Generalist Project at the University of Nebraska Medical Center.

Academic medicine : journal of the Association of American Medical Colleges·2001

Implementing educational innovation in chaotic environments requires strategic planning and stakeholder buy-in. The Interdisciplinary Generalist Curriculum (IGC) Project highlights key factors for successful change management in academic settings.

Area of Science:

  • Medical Education
  • Healthcare Management
  • Organizational Change

Background:

  • Managing educational innovation within complex, chaotic academic environments presents significant challenges.
  • The Interdisciplinary Generalist Curriculum (IGC) Project aimed to address these challenges by implementing a novel educational model.

Purpose of the Study:

  • To identify critical factors contributing to the successful implementation and sustainability of educational innovation.
  • To provide insights into effective strategies for managing change in academic healthcare settings.

Main Methods:

  • Analysis of the Interdisciplinary Generalist Curriculum (IGC) Project's implementation process.
  • Identification of key catalysts for change, including institutional trends and leadership support.

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  • Evaluation of strategies for building consensus, managing institutional culture, and fostering collaboration.

    • Main Results:

    • Primary care trends and RFP processes acted as catalysts for change.
    • Dean and key opinion leader buy-in, along with early identification of champions, were crucial for project coherence.
    • Understanding institutional culture and adapting pragmatically facilitated implementation and maintenance.
    • Leveraging external recommendations and establishing a neutral project home supported ongoing change.
    • Dedicated coordinators and faculty recognition programs sustained operations and secured future funding.

    Conclusions:

    • Successful educational innovation management in chaotic environments relies on strategic stakeholder engagement and adaptability.
    • The IGC Project demonstrates that fostering new relationships and systems can ensure long-term project viability beyond initial funding.