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Creating a school without walls and building a learning organization: a case study.

S N Frankl1, M Gibbons-Carr

  • 1Boston University School of Dental Medicine, MA 02118-2392, USA. sfrankl@bu.edu

Journal of Dental Education
|January 5, 2002
PubMed
Summary
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Boston University School of Dental Medicine (BUSDM) adopted a "school without walls" philosophy, implementing organizational learning principles to foster continuous innovation and adapt to a changing environment over twenty years.

Area of Science:

  • Organizational Learning
  • Dental Education
  • Healthcare Management

Background:

  • The concept of a "school without walls" philosophy.
  • Implementation of organizational learning principles.
  • Boston University School of Dental Medicine (BUSDM) context.

Purpose of the Study:

  • To describe the genesis and implementation of a "school without walls" philosophy.
  • To detail the application of Peter Senge's five-discipline approach to organizational learning at BUSDM.
  • To present a case study of organizational change and transformation over twenty years.

Main Methods:

  • Case study approach.
  • Discussion of the conceptual framework for a learning organization.
  • Chronological analysis of transformation in three phases over two decades.

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Main Results:

  • BUSDM embraced continuous learning from diverse stakeholders, including industry trends, patients, students, staff, and faculty.
  • The organization demonstrated an expanding capacity to create its future through innovation and effective action.
  • A twenty-year transformation process was documented, highlighting the translation of learning into tangible change.

Conclusions:

  • Organizational learning and the "school without walls" philosophy are critical for competitive advantage in dynamic environments.
  • Continuous learning and innovation are essential for adapting and thriving in dental education.
  • Lessons learned and emerging insights from a long-term organizational transformation are valuable for other institutions.