Creating a medical education enterprise: leveling the playing fields of medical education vs. medical science research within core missions

Figures & data

Table 1. The Bowman and Deal’s frames of organization theories[10] and strategies we used to empower medical educators’ scholarly pursuits.

Frame	Definitions/descriptions	Prerequisites for success in medical science research	Our strategies to empower medical educators’ scholarly pursuits
Structural	Refers to the administrative structure frame inherent in an organization, as manifested in organizational charts, rules and policies, and goals and tasks, as well as infrastructures	Well-structured chain of duty/command within the Office of Research (OOR) Established paths to internal and external grant supports Established paths for promotion as researchers More outlets for journal publication	Delineated a clear and de-centralized organization (Executive Vice-Chair, Vice-Chair, Associate Vice-Chair for Educational Affairs) to promote collaboration across the educational enterprise Created a Center for Research, Innovation and Scholarship (CRIS) specifically for Medical Education Offered Educational Scholarship Grants to foster educational activities with potentials for scholarship Created a clear path for promotion as clinician-educators Broadly defined success as dissemination across various venues (publication, presentation, enduring materials)
Human Resource	Refers to how an organization optimizes the performance of members through recruiting personnel with proper expertise, supporting their needs, and developing and empowering its members	Availability of designated, experienced personnel (statistical, administrative support) within OOR Collaborative team bound by financial supports or clear job descriptions Mandatory protected time for research activities	Consolidated expertise within the department (CRIS) to support less experience medical educators Allocated financial supports for Endowed Chair in Medical Education to provide ample opportunities for faculty development Offered appropriate incentives (e.g., sponsoring travel) to level the playing field Supported community of medical educators within educational services to enhance scholarly collaboration
Political	Refers to the alignment of power and authority to acquire and manage resources, negotiate conflicts and form alliances needed for the organization to succeed	Research units aimed to achieve clear common goals Financial benefits to gain authority and power Quantity and quality of research publication as an objective measure for promotion portfolio.	Educated medical educators to capitalize scholarly products from educational services Educated medical educators about dissemination venues for different forms of scholarship Incorporate educational scholarship into an incentive program Expanded venues for faculty to engage in scholarly activities within the organization at local, regional and national levels (e.g., AAP Institutional membership). Incorporated criterion-based, self-nominated educational awards recognizing all forms of scholarly activities in medical education as an objective measure for promotion portfolio
Symbolic	Refers to the objects, events, people, or stories used to communicate missions and values, establish a cultural identify, and follow a shared vision	Critical components to the core mission Redefined perception of ‘true’ scientific inquiry and discovery Conventionally equate prestige and reputation	Provided authentic value with consistent messages from the top regarding educational excellence Reminded leaders at all levels about importance of educational mission and scholarship Provided opportunities for recognizing all forms of scholarship (research or non-research) equally

Figure 1. An increase in numbers of faculty delivering presentations (i.e., abstracts, workshops, plenary sessions, special interest group sessions) at selected medical education conferences (APPD - Association of Pediatric Program Directors, PAS - Pediatric Academic Societies, PHM - Pediatric Hospital Medicine, IMSH - International Meeting on Simulation in Healthcare).

Figure 2. Numbers of Fulbright and Jaworski Award recipients in different categories over time.

Bolman LG, Deal TE. Reframing organizations: artistry, choice and leadership. 4th ed. San Francisco (CA): Jossey-Bass, Wiley imprint; 2008.

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