<p>Health systems globally are finding themselves in a once-in-a-generation state of crisis. Health human resource challenges, including both workforce shortage and suboptimal distribution, have contributed to ever increasing wait times and poor access to primary, specialty and surgical care.<span><sup>1</sup></span> The ongoing health system challenges are also contributing to high rates of health care workforce burnout and subsequent attrition.<span><sup>2, 3</sup></span> Globally, there is contentious debate on the best steps forward. While it is critical that the discourse centres around promoting health equity and increasing patient access, the implications of the current health crises on physician training deserve further attention. As such, medical education senior leaders must recognise and articulate the impact that health policy decisions have on the formation of tomorrow's physicians.</p><p>McOwen et al. recently published a laudable effort trying to delineate the boundaries of medical education through the lens of its leaders.<span><sup>4</sup></span> The authors find that medical education sits at the intersection of three domains: clinical medicine, university administration and hospital administration. Navigating through these worlds is an exercise in harnessing positionality and agency in order to realise their self-described fiduciary responsibility to the public—‘to produce doctors’. Indeed, it is telling that the figured world of health policy did not feature in the participants' reflections. Do medical education senior leaders see themselves as having agency, improvisation, discourse, positionality and power in this world? And if so, are they willing and able to use the affordances it provides them in their quest to train high quality physicians of the future?</p><p>One interviewed leader discussed how they collaborated with the local health system during the COVID-19 pandemic to integrate learners into virtual care settings given that public health restrictions did not allow for traditional face to face clinical encounters. In doing so, the participant reconsidered ‘their own positionality and power at the local level’ to mitigate the potential negative impacts the newly implemented policy measures had on clinical learning. Although not underscored in the article, their advocacy was a demonstration of how a public health policy shaped the learning environment. Furthermore, as another participant noted, teaching medical students how to use telehealth helps make the case for more widespread use of virtual care as a sustainable health care delivery modality as the future health care workforce would have been trained in its use—an example of how medical education can influence future health policy. These two anecdotes illustrate how health system and medical education transformation go hand in hand. As McOwen et al. state, ‘medical education is shaped by and shapes the clinical learning environment’. However, health policy too sh
{"title":"When medical education and health policy meet: Will we find our leaders there?","authors":"Henry G. Annan, Victor Do","doi":"10.1111/medu.15250","DOIUrl":"10.1111/medu.15250","url":null,"abstract":"<p>Health systems globally are finding themselves in a once-in-a-generation state of crisis. Health human resource challenges, including both workforce shortage and suboptimal distribution, have contributed to ever increasing wait times and poor access to primary, specialty and surgical care.<span><sup>1</sup></span> The ongoing health system challenges are also contributing to high rates of health care workforce burnout and subsequent attrition.<span><sup>2, 3</sup></span> Globally, there is contentious debate on the best steps forward. While it is critical that the discourse centres around promoting health equity and increasing patient access, the implications of the current health crises on physician training deserve further attention. As such, medical education senior leaders must recognise and articulate the impact that health policy decisions have on the formation of tomorrow's physicians.</p><p>McOwen et al. recently published a laudable effort trying to delineate the boundaries of medical education through the lens of its leaders.<span><sup>4</sup></span> The authors find that medical education sits at the intersection of three domains: clinical medicine, university administration and hospital administration. Navigating through these worlds is an exercise in harnessing positionality and agency in order to realise their self-described fiduciary responsibility to the public—‘to produce doctors’. Indeed, it is telling that the figured world of health policy did not feature in the participants' reflections. Do medical education senior leaders see themselves as having agency, improvisation, discourse, positionality and power in this world? And if so, are they willing and able to use the affordances it provides them in their quest to train high quality physicians of the future?</p><p>One interviewed leader discussed how they collaborated with the local health system during the COVID-19 pandemic to integrate learners into virtual care settings given that public health restrictions did not allow for traditional face to face clinical encounters. In doing so, the participant reconsidered ‘their own positionality and power at the local level’ to mitigate the potential negative impacts the newly implemented policy measures had on clinical learning. Although not underscored in the article, their advocacy was a demonstration of how a public health policy shaped the learning environment. Furthermore, as another participant noted, teaching medical students how to use telehealth helps make the case for more widespread use of virtual care as a sustainable health care delivery modality as the future health care workforce would have been trained in its use—an example of how medical education can influence future health policy. These two anecdotes illustrate how health system and medical education transformation go hand in hand. As McOwen et al. state, ‘medical education is shaped by and shapes the clinical learning environment’. However, health policy too sh","PeriodicalId":18370,"journal":{"name":"Medical Education","volume":"58 2","pages":"174-176"},"PeriodicalIF":6.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/medu.15250","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41236651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"教育学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
<p>This study investigates how surgical and intensive care trainees come to understand the quality of their performance and the role of feedback conversations. Trainees reported some commonalities between specialty, but they also indicated highly divergent experiences. They had to ‘patch together’ performance information into an evolving picture of overall progress; this was particularly challenging in intensive care, which was a more ambiguous and emotional clinical context. Attending to how, when and where trainee meaning making takes place may allow for effective conversations within specialty feedback cultures.</p><p>Bearman, M, Ajjawi, R, Castanelli, D, et al Meaning making about performance: A comparison of two specialty feedback cultures. <i>Med Educ</i>. 2023;57(11):1010–1019. doi:10.1111/medu.15118</p><p>The authors confirm that interprofessional identity is a source of intrinsic motivation towards interprofessional collaboration related to wider group membership. Their study provides additional evidence for the extended professional identity theory that combines two psychological identity approaches - identity theory and social identity theory - applied to interprofessional group membership. The findings imply that interprofessional identity can affect interprofessional collaboration apart from an established team or network.</p><p>Reinders, J-J, Krijnen, W. Interprofessional identity and motivation towards interprofessional collaboration. <i>Med Educ</i>. 2023;57(11):1068–1078. doi:10.1111/medu.15096</p><p>This study explores how mentorship relationships in surgery initiate, persist, and evolve. Interviews with mentors and mentees revealed key themes: success begins with a good fit, continues through timely communication, and deepens via mutual investment and learning. Addressing tensions, balancing formality and friendship, recognising transitions, and identifying areas of contribution are essential. The study underscores that successful mentorship is dynamic, demanding active engagement and shared responsibility from both mentors and mentees. Co-regulation and mutual investment play crucial roles in nurturing growth and learning within these relationships.</p><p>Louridas M, Enani GN, Brydges R, MacRae HM. Exploring Mentorship in Surgery: An Interview Study on How People Stick Together. <i>Med Educ</i>. 2023;57(11):1028-1035. doi:10.1111/medu.15157</p><p>This study examines how physicians address social determinants of health that are beyond their control, aiming to improve trainee preparedness. ‘Helplessness’ stories reveal emotional distress when unable to support patients, while ‘Shortcoming’ and ‘Transformation’ narratives show how realisations about shortcomings lead to personal transformation. ‘Doctor-patient relationship’ stories emphasise its importance, and ‘System advocacy’ stories stress the need for advocacy to change broken systems. The study suggests that current approaches focusing solely on altering social circumstance
{"title":"November in this issue","authors":"","doi":"10.1111/medu.15240","DOIUrl":"10.1111/medu.15240","url":null,"abstract":"<p>This study investigates how surgical and intensive care trainees come to understand the quality of their performance and the role of feedback conversations. Trainees reported some commonalities between specialty, but they also indicated highly divergent experiences. They had to ‘patch together’ performance information into an evolving picture of overall progress; this was particularly challenging in intensive care, which was a more ambiguous and emotional clinical context. Attending to how, when and where trainee meaning making takes place may allow for effective conversations within specialty feedback cultures.</p><p>Bearman, M, Ajjawi, R, Castanelli, D, et al Meaning making about performance: A comparison of two specialty feedback cultures. <i>Med Educ</i>. 2023;57(11):1010–1019. doi:10.1111/medu.15118</p><p>The authors confirm that interprofessional identity is a source of intrinsic motivation towards interprofessional collaboration related to wider group membership. Their study provides additional evidence for the extended professional identity theory that combines two psychological identity approaches - identity theory and social identity theory - applied to interprofessional group membership. The findings imply that interprofessional identity can affect interprofessional collaboration apart from an established team or network.</p><p>Reinders, J-J, Krijnen, W. Interprofessional identity and motivation towards interprofessional collaboration. <i>Med Educ</i>. 2023;57(11):1068–1078. doi:10.1111/medu.15096</p><p>This study explores how mentorship relationships in surgery initiate, persist, and evolve. Interviews with mentors and mentees revealed key themes: success begins with a good fit, continues through timely communication, and deepens via mutual investment and learning. Addressing tensions, balancing formality and friendship, recognising transitions, and identifying areas of contribution are essential. The study underscores that successful mentorship is dynamic, demanding active engagement and shared responsibility from both mentors and mentees. Co-regulation and mutual investment play crucial roles in nurturing growth and learning within these relationships.</p><p>Louridas M, Enani GN, Brydges R, MacRae HM. Exploring Mentorship in Surgery: An Interview Study on How People Stick Together. <i>Med Educ</i>. 2023;57(11):1028-1035. doi:10.1111/medu.15157</p><p>This study examines how physicians address social determinants of health that are beyond their control, aiming to improve trainee preparedness. ‘Helplessness’ stories reveal emotional distress when unable to support patients, while ‘Shortcoming’ and ‘Transformation’ narratives show how realisations about shortcomings lead to personal transformation. ‘Doctor-patient relationship’ stories emphasise its importance, and ‘System advocacy’ stories stress the need for advocacy to change broken systems. The study suggests that current approaches focusing solely on altering social circumstance","PeriodicalId":18370,"journal":{"name":"Medical Education","volume":"57 11","pages":"993"},"PeriodicalIF":6.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/medu.15240","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41236653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"教育学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}