Our large organization (over 20K employees with over 1500 faculty MDs) is attempting to transition from a more ‘typical’ top down structure to one of shared governance. This has been loosely defined, however is believed to represent a concept where input is gathered from a wide range of providers and staff who then actively participate in institution level decision making. My question is around the practical application of such a system.<\/p>\n
Currently I oversee a Division within the organization comprised of 1000 employees and roughly 165 faculty. Many faculty feel disenfranchised, uninformed and subject to top-down leadership. As leaders, we have made attempts to include faculty though various mechanisms–matrix cross functional committees which govern the large majority of faculty and operational issues, regular meetings with faculty representatives, open town hall meetings with all faculty, an open door policy , email\/ digital communications and the like.<\/p>\n
Frankly, I am concerned that many would rather sit in the stands and throw fruit, than get in the arena and solve problems. Does anyone have suggestions to better engage faculty in organizational leadership in an academic medical center where most faculty believe faculty value is defined by publications, amount of grant funding and wRVUs generated… not contribution to the mission through active participation and leadership?<\/p>\n","protected":false},"excerpt":{"rendered":"
Shared governance in large healthcare organizations–future or fantasy? <\/p>\n","protected":false},"author":9193,"featured_media":0,"comment_status":"open","ping_status":"closed","template":"","categories":[10,17],"class_list":["post-93","hck-submission","type-hck-submission","status-publish","hentry","category-health-care","category-managing-healthcare"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/conversation\/mhcd-solutions-ii\/","yoast_head":"\n