Beyond Content

Kattan, Jessica; Apostolou, Andria; Al-Samarrai, Teeb; Bcheraoui, Charbel El; Kay, Meagan; Khaokham, Christina B.; Pillai, Parvathy; Sapkota, Sanjeeb; Jani, Asim A.; Koo, Denise; Taylor, William C.

doi:10.1016/j.amepre.2014.06.023

Cited by 6 publications

(7 citation statements)

References 2 publications

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“…A changing complex context demands HMMs with new and increased knowledge [ 1 , 7 , 12 ], including technological [ 1 , 2 , 7 , 13 ], socio-cultural [ 1 , 13 ], economical [ 1 , 2 , 16 ], and political knowledge [ 1 ]. The increased complexity makes HMMs more dependent on skills such as communication, negotiation, implementation, analysis [ 1 , 17 ], developing strategies [ 13 ], problem solving, leadership [ 2 , 16 ], risk managing, and networking [ 12 ].…”

Section: Introductionmentioning

confidence: 99%

Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network

Hartviksen

Sjølie

Aspfors

et al. 2018

BMC Health Serv Res

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BackgroundHealthcare middle managers (HMMs) have, as the leaders closest to clinical practice, a crucial position in healthcare today. There is broad knowledge about the demands on HMMs’ capacity, their situation in general, and the challenges this presents for the improvement of healthcare quality. There is less knowledge about how to facilitate HMMs` capacity and capability with regard to their leadership and how to handle this in a complex context. The purpose of this study was to identify and discuss the facilitation of HMMs’ development of capacity and capability for leadership.MethodA critical hermeneutic design was chosen. Data were collected through three focus group interviews with Norwegian HMMs who participated in a learning network. A user representative (from among the recipients of public healthcare), involved in the same learning network, participated in all three interviews. A qualitative interpretive approach guided the analysis.ResultsThe results show two main themes: 1. Trusted interaction despite organizational and structural frames and 2. Knowledgeable understanding of a complex context.ConclusionThis learning network facilitated HMMs` development of capacity and capability for leadership. The development included a combination of understanding the complex context, knowledge, trust, and confidence. The approaches in the learning network were based on transformative learning, coherence, reflection, discussion, repetition, knowledge sharing, and short lectures. These approaches can be recommended for the facilitation and support of HMMs.Electronic supplementary materialThe online version of this article (10.1186/s12913-018-3259-7) contains supplementary material, which is available to authorized users.

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Section: Introductionmentioning

confidence: 99%

Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network

Hartviksen

Sjølie

Aspfors

et al. 2018

BMC Health Serv Res

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show abstract

“… 18 When in-person mentorship is not feasible, Kattan and colleagues have advocated for journal club leaders to receive telephone- or email-based coaching instead. 19 Learners were coached on enhancing their discussion leadership skills, while focusing on the standard journal club aims of critical reading, interpretation, and developing content knowledge. Additionally, coaches assisted the learners with the development of structured outlines, effective teaching strategies, and visual aids for the journal club session.…”

Section: Introductionmentioning

confidence: 99%

“…Additionally, coaches assisted the learners with the development of structured outlines, effective teaching strategies, and visual aids for the journal club session. 19 …”

Section: Introductionmentioning

confidence: 99%

“…Most programs meet every two to four weeks for journal club sessions. 16 , 19 – 21 , 39 – 43 Survey data has found that monthly sessions are most common among surgery (64%), 40 orthopedic surgery (78%), 16 anesthesiology (70%), 41 family practice (81%), 43 and EM (86%) residency programs. 6 Among internal medicine programs, there was more variation with 42.7% meeting monthly, 28.2% meeting bi-weekly, and 20.2% meeting weekly.…”

Section: Introductionmentioning

confidence: 99%

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Journal Club in Residency Education: An Evidence-based Guide to Best Practices from the Council of Emergency Medicine Residency Directors

Gottlieb¹,

King²,

Byyny³

et al. 2018

WestJEM

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Journal clubs are an important tool for critically appraising articles and keeping up-to-date with the current literature. This paper provides a critical review of the literature on the design and structure of journal clubs in residency education with a focus on preparation, topic selection, implementation, and integration of technology. Recommendations for preparation include developing clearly defined goals and objectives that are agreed upon by all journal club participants; mentorship from experienced faculty members to ensure appropriate article selection, maintenance of structure, and applicability to objectives; distribution of articles to participants 1–2 weeks prior to the scheduled session with reminders to read the articles at predetermined intervals; and the use of a structured critical appraisal tool for evaluating the articles. Recommendations for topic selection include selecting a primary objective of either critical appraisal or informing clinical practice and ensuring that the articles align with the objective; involving learners in the topic- and article-selection process; and having the article selection driven by a specific clinical question. Recommendations for implementation include hosting sessions in the evening and away from the hospital environment; providing food to participants; hosting meetings on a monthly basis at regularly scheduled intervals; mandating journal club attendance; and using theories of adult learning. Recommendations for integration of technology include using previously established, effective strategies and determining the feasibility of creating an online journal club versus joining an established journal club. It is the authors’ intention that after reading this paper readers will have new strategies and techniques for implementing and running a journal club at their home institutions.

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“…The supplement also offers examples of specific methodologies and approaches being used to enhance public health practice training and competency (Catalanotti, Dick, Zahner, Duffus), 14 – 17 as well as strategic approaches to capacity building and leadership development (Dean, Xierali, Kattan). 18 – 20 Regular assessment of the size and composition of the U.S. public health workforce has been a challenge for decades. Newman and Bender 21 , 22 discuss implications regarding the shrinking workforce and other problems facing the public health workforce, and Keeling and Leider 23 , 24 offer additional insights into understanding the health workforce composition at the local level.…”

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confidence: 99%