The polity of academic medicine: Evidence-based democracy

Steven J. Willing, Richard Gunderman, Philip L. Cochran, Todd Saxton

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

The authors consider the empirical data examining relationships between democratic governance and organizational success. There is overwhelming evidence that democratically run organizations excel in key parameters of success, such as business valuation, productivity, responsiveness, innovation, decision making, and worker morale and satisfaction. A review of physician surveys shows that discontent with academic administration is a major contributor to faculty turnover. Other data indicate that the basic concepts justifying autocratic governance of a department are deeply flawed and that autocratic governance is counterproductive. The authors conclude that the democratic governance of academic departments is the only model that is scientifically valid and would greatly enhance all missions of academic medicine in the 21st century.

Original languageEnglish
Pages (from-to)358-368
Number of pages11
JournalJournal of the American College of Radiology
Volume2
Issue number4
DOIs
StatePublished - 2005

Fingerprint

Democracy
Morale
Evidence-Based Medicine
Decision Making
Medicine
Organizations
Physicians
Surveys and Questionnaires

Keywords

  • Autocracy
  • Chair
  • Chairman
  • Democracy
  • Governance
  • Practice management

ASJC Scopus subject areas

  • Radiology Nuclear Medicine and imaging
  • Radiological and Ultrasound Technology

Cite this

The polity of academic medicine : Evidence-based democracy. / Willing, Steven J.; Gunderman, Richard; Cochran, Philip L.; Saxton, Todd.

In: Journal of the American College of Radiology, Vol. 2, No. 4, 2005, p. 358-368.

Research output: Contribution to journalArticle

Willing, Steven J. ; Gunderman, Richard ; Cochran, Philip L. ; Saxton, Todd. / The polity of academic medicine : Evidence-based democracy. In: Journal of the American College of Radiology. 2005 ; Vol. 2, No. 4. pp. 358-368.
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