Realigning the values of academic health centers: the role of innovative faculty management.
As a market economy continues to permeate U.S. health care, fiscal accountability imposed by purchasers of medical services will reduce funds for medical education and will heighten the scrutiny of that activity. The authors propose that U.S. academic health centers must respond to these changes in the health care environment by critically examining their culture and values. This process will call for a reorientation of their values to place clinical education at the center of the academic enterprise. The authors challenge the notion that research- and publications-oriented faculty are the best group to train optimally effective clinical practitioners. They argue that although faculty promotion and rank in American medical schools are highly correlated with publications and funded research, there is no body of evidence that shows that fecundity in research or publications is essential for faculty to be excellent medical educators. The authors maintain that the main tool for realigning the fundamental values of academic health centers will be a new form of faculty management by the medical leadership. After outlining the current approach to research, teaching, clinical service, and administration at academic health centers, the authors challenge the traditional view that a faculty member should master all of these four elements, and state that the era of the "quadruple-threat" faculty member is passing. What can emerge is an emphasis on departments' and institutions' becoming "quadruple threats," which can occur only if institutions' leaders become better managers of their individual faculty members' priorities.(ABSTRACT TRUNCATED AT 250 WORDS)
D000046:Academic Medical Centers / Q000458:organization & administration*; D005180:Faculty, Medical; D010559:Personnel Management; D012106:Research; D013663:Teaching