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Item ASPIRE: A Program for Developing Clinician Educators’ Scholarship, Advancement, and Sense of Comm(Springer, 2022) Cottingham, Ann H.; Sachs, Greg A.; Frankel, Richard M.; Medicine, School of MedicineIntroduction: Faculty development programs encouraging clinician educators' scholarship have been established at many medical schools. The same is true for programs that address the isolation and loneliness many faculty members feel in their day-to-day clinical work and administration. Few programs have explicitly combined development of scholarship and sense of community. Aim: The goals of the Advanced Scholars Program for Internists in Research and Education (ASPIRE) are as follows: (1) provide training in scholarship development including research methods, implementation, and dissemination; (2) provide expert mentoring and support for professional development; and (3) create a greater sense of campus community. Setting: ASPIRE scholars are clinician educators in the Department of Medicine at Indiana University School of Medicine. Program description: The program runs 18 months, includes intensive mentoring, covered time for scholars and mentors, resources, and two half-day educational sessions per month focused on scholarship and community development. Program evaluation: Institutional leaders' public statements and actions regarding ASPIRE were documented by program leadership. Data collected from ASPIRE mentors and scholars through interviews and free text survey responses were analyzed using an immersion/crystallization approach. Two central themes were identified for both scholars and mentors: benefits and challenges of the program. Benefits included mentors, program design, community development, increased confidence, skills development, improved patient care, and institutional impact. Challenges included time to accomplish the program, balance of community-building and skills development, and lack of a clear path post-ASPIRE. Discussion: Combining skills-based learning with safe psychological space were judged important elements of success for the ASPIRE program. Conversations are ongoing to identify opportunities for scholars who have completed the program to continue to pursue scholarship, expand their skills, and build community. We conclude that the program both is feasible and was well-received. Sustainability and generalizability are important next steps in ensuring the viability of the program.Item Black Grandmother Power: The Art and Wisdom of Caregiving and Leadership(2024-02) Rowley, Latosha Morvette; Jackson, Tambra; Santamaría Graff, Cristina; Murtadha, Khaula; Morton, CrystalBlack grandmothers often take on the dual role of caregivers and leaders within their families. The caregiving and leadership practices demonstrated by grandmothers enables Black children to resist social inequities and oppression that they encounter in their lives. The narratives of Black grandmothers and their caregiving and leadership roles remain underexplored/absent from the existing research on the Black family. This research proposes to fill the gap in literature by analyzing multiple case studies in which Black grandmothers testify to their lived experiences with deploying caregiving love to ensure the social, emotional, physical, educational, and spiritual well-being of their grandchildren. These case studies have been analyzed through the theoretical lens of Africana Womanism and Black Womanist Leadership. By understanding the leadership experiences and efforts of Black grandmothers, as well as the barriers they have encountered because of their intersectional positionalities they occupy, there are applicable insights into culturally responsive school leadership, instruction, curriculum, policies, and practices. Uncovering these insights can improve academic growth and development for Black children.Item Business of Medicine: Developing Leaders in Academic Medicine and Learning Health Systems(Dove Press, 2024-06-24) Sotto-Santiago, Sylk; Neal, Chemen; Caudill, Darren; Gist, Amanda; Eastwick, Susannah; Palmer, Megan M.; Geraci, Mark W.; Aronoff, David M.; Medicine, School of MedicinePurpose: To develop healthcare professionals as clinical leaders in academic medicine and learning health system; and uncover organizational barriers, as well as pathways and practices to facilitate career growth and professional fulfillment. Methods: The Department of Medicine strategic plan efforts prompted the development of a business of medicine program informed by a needs assessment and realignment between academic departments and the healthcare system. The business of medicine leadership program launched in 2017. This descriptive case study presents its 5th year evaluation. Competencies were included from the Physician MBA program and from specific departmental needs and goals. Results: The program hosted a total of 102 clinical faculty. We had a 37% response rate of those retained at Indiana University School of Medicine. Overall, responses conveyed a positive experience in the course. Over 80% of participants felt that they gained skills in professional reflection, professional socialization, goal orientation, critical thinking, and commitment to profession. Financial literacy was overwhelmingly the skill that was reported to be the most valuable. Finance and accounting were mentioned as the most difficult concepts to understand. Familiar concepts included communication, LEAN, and wellness related topics. One hundred percent of participants said they are utilizing the skills gained in this program in their current role and that they would recommend the course to others. Conclusion: Business of medicine courses are more common now with programs describing elements informed by health system operations. However, few programs incorporate aspects of wellness, equity, diversity, inclusion, and health equity. Our program makes the case for multiple ways to develop inclusive leaders through a focused five-month program. It also recognizes that to really impact the learning health system, health professionals need leadership development and leaders suited to work alongside career administrators, all aiming towards a common goal of equitable patient-centered care.Item Collaborating Across Borders VII (CAB VII): The Crossroads of Collaboration, Indianapolis, Indiana, USA - October 20–23, 2019(Elsevier, 2021) Binion, Kelsey; King, Sharla; Pfeifle, Andrea; Zakeri, Bita; Medicine, School of MedicineItem Collaborative Leadership in Social Innovation: A Leadership Framework for Tackling Wicked Public Challenges(2023-11) Freije, Brenda Hacker; Haberski, Raymond J., Jr.; Blomquist, William A.; Craig, David M.; Hong, YoungbokIn today’s world, we regularly hear about and experience intractable, systemic social problems that seem to defy solutions. How do we engage in systems change to address them? What processes can help us deal more effectively with them? It is not enough to say we need to change their systems. We need to know how to change them and lead others in the work. This dissertation explores how leadership teams and organizations can tackle wicked public challenges by working collaboratively with stakeholders through a process of trying to understand the challenge and designing strategies to influence systems change. I offer a Leadership Framework for these efforts that puts the collaborative leader in the role of expert intermediary responsible for seven Core Functions within the Leadership Framework. As expert intermediary, the collaborative leader facilitates vision-informed and values-driven decision-making and draws on a range of leadership and problemsolving approaches with four priorities: (1) to provide a systems view and understanding of the challenge, (2) to facilitate collaborative engagement and learning from a wide range of stakeholders, (3) to consider in the design and implementation of strategies and solutions the interconnections between economic growth, social inclusion, and environmental protection in human flourishing, and (4) to recognize that values run through it all. I refer to the Leadership Framework and its process as Collaborative Leadership in Social Innovation. I lay out the Leadership Framework as a concept map showing the Core Functions arranged along a path with Key Actions for each Core Function and other foundational components to the path. Learning is the glue that holds the Leadership Framework together and a key output. The Leadership Framework is designed to improve decision-making about wicked public challenges by ensuring sufficient time is dedicated to the Core Functions that precede the design and implementation of strategies and solutions. Following the Leadership Framework reduces the chances that solutions will lead to unintended results, miss opportunities, or focus on solving smaller problems in siloes that get at symptoms but rarely the heart of a challenge.Item Feasibility and acceptability of a brief suicide intervention for youth involved with the family court(Wiley, 2021) Kemp, Kathleen; Pederson, Casey A.; Webb, Margaret; Williamson, Shannon; Elwy, A. Rani; Spirito, Anthony; Pediatrics, School of MedicineAs efforts to develop models for suicide prevention and intervention in the juvenile justice (JJ) system continue to grow, research to understand the feasibility and acceptability of implementing these models is critical. Examining organizational readiness for implementation, ensuring leadership and staff buy-in for delivering the intervention, and planning for sustainability of staff participation in implementation efforts is essential. The current study involved semi-structured formative evaluation interviews with key JJ stakeholders (n = 10) to determine perspectives on the acceptability (perceived need and fit of the intervention) and feasibility (organizational readiness for change) of a proposed brief safety planning intervention for youth with suicidal ideation delivered by nonclinical staff and integrated into the existing system. Qualitative data revealed stakeholders' perceived need for the intervention in the family court context and their agreement that the aims of the intervention were congruent with the goals of the family court. Some barriers to successful implementation were noted, which, addressed through selection of appropriate implementation strategies, can be overcome in a future test of the safety intervention.Item Five behaviors to drive leadership in times of crisis(O'Neill School of Public and Environmental Affairs, IUPUI, 2020-04-06) Johnson, Sara M.; O'Neill School of Public and Environmental AffairsItem Gender Differences in Experiences of Leadership Emergence Among Emergency Medicine Department Chairs(American Medical Association, 2022-03-01) Hobgood, Cherri; Draucker, Claire; Emergency Medicine, School of MedicineImportance: The number of women entering medicine continues to increase, but women remain underrepresented at all tiers of academic rank and chair leadership in EM. The proportion of female chairs in EM has not exceeded 12% in 2 decades. Objective: To compare how male and female EM chairs experience leadership emergence, with attention to factors associated with support of the emergence of female chairs. Design, setting, and participants: This qualitative descriptive study was conducted between April 2020 and February 2021 at 36 US academic EM departments. Eligible participants were all current and emeritus female EM academic department chairs (with a possible cohort of 20 individuals) and an equal number of randomly selected male chairs. Interventions: Semistructured interviews were conducted via teleconferencing with an 11-item interview guide. Main outcomes and measures: Qualitative findings identifying similarities and gender differences in leadership emergence were collected. Results: Among 20 female chairs in EM, 19 women (mean [SD] age, 56.2 [7.1] years) participated in the study (95.0% response rate). There were 13 active chairs, and 6 women were within 5 years of chair leadership. Among 77 male chairs in EM identified and randomized, 37 men were invited to participate, among whom 19 individuals (51.4%) agreed to participate; 18 men (mean [SD] age, 52.2 [7.5] years) completed their interviews. Reflecting upon their experiences of leadership emergence, male chairs saw leadership as their destiny, were motivated to be chairs to gain influence, were dismissive of risks associated with chairing a department, and were sponsored by senior male leaders to advance in leadership. Female chairs saw leadership as something they had long prepared for, were motivated to be chairs to make a difference, were cautious of risks associated with chairing a department that could derail their careers, and relied on their own efforts to advance in leadership. Conclusions and relevance: This study found that experiences of leadership emergence differed by gender. These results suggest that leadership development strategies tailored to women should promote early internalization of leadership identity, tightly link leadership to purpose, cultivate active sponsorship, and encourage women's risk tolerance through leadership validation to support women's development as leaders and demonstrate a commitment to gender equity in EM leadership.Item Healthcare at the Crossroads: The Need to Shapean Organizational Culture of Humanistic Teaching and Practice(SpringerLink, 2018-07) Rider, Elizabeth A.; Gilligan, MaryAnn C.; Osterberg, Lars G.; Litzelman, Debra K.; Plews-Ogan, Margaret; Weil, Amy B.; Dunne, Dana W.; Hafler, Janet P.; May, Natalie B.; Derse, Arthur R.; Frankel, Richard M.; Branch, William T., Jr.; Medicine, School of MedicineBACKGROUND: Changes in the organization of medical practice have impeded humanistic practice and resulted in widespread physician burnout and dissatisfaction. OBJECTIVE: To identify organizational factors that promote or inhibit humanistic practice of medicine by faculty physicians. DESIGN: From January 1, 2015, through December 31, 2016, faculty from eight US medical schools were asked to write reflectively on two open-ended questions regarding institutional-level motivators and impediments to humanistic practice and teaching within their organizations. PARTICIPANTS: Sixty eight of the 92 (74%) study participants who received the survey provided written responses. All subjects who were sent the survey had participated in a year-long small-group faculty development program to enhance humanistic practice and teaching. As humanistic leaders, subjects should have insights into motivating and inhibiting factors. APPROACH: Participants' responses were analyzed using the constant comparative method. KEY RESULTS: Motivators included an organizational culture that enhances humanism, which we judged to be the overarching theme. Related themes included leadership supportive of humanistic practice, responsibility to role model humanism, organized activities that promote humanism, and practice structures that facilitate humanism. Impediments included top down organizational culture that inhibits humanism, along with related themes of non-supportive leadership, time and bureaucratic pressures, and non-facilitative practice structures. CONCLUSIONS: While healthcare has evolved rapidly, efforts to counteract the negative effects of changes in organizational and practice environments have largely focused on cultivating humanistic attributes in individuals. Our findings suggest that change at the organizational level is at least equally important. Physicians in our study described the characteristics of an organizational culture that supports and embraces humanism. We offer suggestions for organizational change that keep humanistic and compassionate patient care as its central focus.Item "How Can I Help?" How Safety Professionals and Institutional Leaders Can Promote Laboratory Safety through Diversity, Equity, Inclusion, and Respect(American Chemical Society, 2024) Dunn, Anna L.; Decker, Debbie M.; Hunter, Kirk; Kimble-Hill, Ann; Maclachlan, Jennifer L.; Situma, Catherine; Biochemistry and Molecular Biology, School of Medicine