Enhancing the informal curriculum of a medical school: A case study in organizational culture change

Ann H. Cottingham, Anthony L. Suchman, Debra Litzelman, Richard Frankel, David L. Mossbarger, Penelope R. Williamson, Dewitt C. Baldwin, Thomas Inui

Research output: Contribution to journalArticle

61 Citations (Scopus)

Abstract

BACKGROUND: Calls for organizational culture change are audible in many health care discourses today, including those focused on medical education, patient safety, service quality, and translational research. In spite of many efforts, traditional "top-down" approaches to changing culture and relational patterns in organizations often disappoint. OBJECTIVE: In an effort to better align our informal curriculum with our formal competency-based curriculum, Indiana University School of Medicine (IUSM) initiated a school-wide culture change project using an alternative, participatory approach that built on the interests, strengths, and values of IUSM individuals and microsystems. APPROACH: Employing a strategy of "emergent design," we began by gathering and presenting stories of IUSM's culture at its best to foster mindfulness of positive relational patterns already present in the IUSM environment. We then tracked and supported new initiatives stimulated by dissemination of the stories. RESULTS: The vision of a new IUSM culture combined with the initial narrative intervention have prompted significant unanticipated shifts in ordinary activities and behavior, including a redesigned admissions process, new relational practices at faculty meetings, student-initiated publications, and modifications of major administrative projects such as department chair performance reviews and mission-based management. Students' satisfaction with their educational experience rose sharply from historical patterns, and reflective narratives describe significant changes in the work and learning environment. CONCLUSIONS: This case study of emergent change in a medical school's informal curriculum illustrates the efficacy of novel approaches to organizational development. Large-scale change can be promoted with an emergent, non-prescriptive strategy, an appreciative perspective, and focused and sustained attention to everyday relational patterns.

Original languageEnglish
Pages (from-to)715-722
Number of pages8
JournalJournal of General Internal Medicine
Volume23
Issue number6
DOIs
StatePublished - Jun 2008

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Organizational Culture
Organizational Innovation
Medical Schools
Curriculum
Medicine
Students
Mindfulness
Translational Medical Research
Patient Education
Patient Safety
Medical Education
Publications
Learning
Delivery of Health Care

Keywords

  • Informal curriculum
  • Learning environment
  • Medical education
  • Organizational culture change
  • Professional competence

ASJC Scopus subject areas

  • Internal Medicine

Cite this

Enhancing the informal curriculum of a medical school : A case study in organizational culture change. / Cottingham, Ann H.; Suchman, Anthony L.; Litzelman, Debra; Frankel, Richard; Mossbarger, David L.; Williamson, Penelope R.; Baldwin, Dewitt C.; Inui, Thomas.

In: Journal of General Internal Medicine, Vol. 23, No. 6, 06.2008, p. 715-722.

Research output: Contribution to journalArticle

Cottingham, Ann H. ; Suchman, Anthony L. ; Litzelman, Debra ; Frankel, Richard ; Mossbarger, David L. ; Williamson, Penelope R. ; Baldwin, Dewitt C. ; Inui, Thomas. / Enhancing the informal curriculum of a medical school : A case study in organizational culture change. In: Journal of General Internal Medicine. 2008 ; Vol. 23, No. 6. pp. 715-722.
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