Information technology leadership in academic medical centers: a tale of four cultures.
Persons and groups within academic medical centers bring consistent and predictable viewpoints to planning and decision making. The varied professional and academic cultures of these individuals appear to account primarily for the diversity of their viewpoints. Understanding these professional cultures can help leaders achieve some predictability in the complex environments for which they are responsible. Leaders in information technology in particular, in order to be successful, must become part-time anthropologists, immersing themselves in the varied workplaces of their constituents to understand the work they do and the cultures that have grown up around this work. Only in this way will they be able to manage the challenges that arise continuously as the technology and the needs it can address change over time. In this article, the author briefly describes the concept of culture, portrays four specific professional cultures that typically coexist in academic medical centers, and argues that understanding these cultures is absolutely critical to effective management and use of information resources.
Friedman
C P
CP
Center for Biomedical Informatics, University of Pittsburgh, Pennsylvania 15213, USA. cpf@cbmi.upmc.edu
D000046:Academic Medical Centers / Q000458:organization & administration*; D000288:Administrative Personnel; D001291:Attitude of Health Personnel; D003657:Decision Making; D006801:Humans; D019451:Information Management; D007256:Information Systems; D007400:Interprofessional Relations; D007857:Leadership; D008490:Medical Informatics; D008491:Medical Informatics Applications; D013677:Medical Laboratory Science; D015279:Organizational Culture; D010820:Physicians; D012106:Research; D012586:Science; D014937:Work; D017132:Workplace