Strategic Planning in Health Professions Education: Scholarship or Management?

Niall Byrne1, Donald C Cole, Nicole Woods

  • 1N. Byrne is professor emeritus, Faculty of Medicine, University of Toronto, Toronto, Ontario, Canada. D.C. Cole is professor, Dalla Lana School of Public Health, University of Toronto, and general member, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. N. Woods is associate professor, Department of Family and Community Medicine, Faculty of Medicine, University of Toronto, and scientist and associate director, Operations, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. K. Kulasegaram is assistant professor, Department of Family and Community Medicine, scientist, MD program, Faculty of Medicine, University of Toronto, and scientist, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. M.A. Martimianakis is scientist and associate director, International and Partnerships, The Wilson Centre, University Health Network, and associate professor and director of medical education scholarship, Department of Paediatrics, University of Toronto at SickKids Hospital, Toronto, Ontario, Canada. L. Richardson is assistant professor, Department of Medicine, and education researcher, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. C.R. Whitehead is director and scientist, The Wilson Centre, BMO Financial Group Chair in Health Professions Research, University Health Network, vice president of education, Women's College Hospital, and professor, Department of Family and Community Medicine, University of Toronto, Toronto, Ontario, Canada.

Summary

Academic medicine strategic planning can benefit from a scholarly model grounded in theory and research, moving beyond conventional management approaches for enhanced evaluation and organizational development.

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