 |
|
|
|
|
|
|
|
|
|
|
|
 |
|||||||||||
 |
 |
 |
 |
 |
 |
 |
 |
||||
 |
 |
 |
 |
 |
|||||||
The concept behind The Richmond Colloquium is that of creating an open marketplace forum that allows all of us to share our variegated experiences and focus on seemingly insoluble problems. This entire process happening within a collegial environment where thoughts and experiences can be shared with little consequence.These are difficult issues that are close to home. Michael Reider and I first planted this seed in the fall of 1997 as we were continuing our conversation of initial experiences together in Boston. Over the past several months a national planning committee (approximately 30 members) has been working through a dedicated listserv to begin constructing this colloquium. Liz Armstrong, Bob Kegan, and my colleagues in the CME office, Paul Mazmanian and John Boothby have been wonderful consultants throughout the embryological development of this undertaking. The dates have been set – March 10th, 11th and 12th 2000 - and are synchronized with the SGEA which will also be in Richmond,Virginia hosted by Dr. Jim Messmer, Associate Dean for Education, through the VCU School of Medicine, MCV Campus. Although we hope to reduce the cost, current registration fees are projected to be $395. This fee will include continental breakfasts, refreshment breaks, instructional materials and a reception. Several themes have recurred in many discussions and have come to form the focus for this meeting:
I am thrilled that Clayton Christensen, Bob Kegan and Liz Armstrong have all agreed to join us from Harvard in this academic melee. I have also just learned that Addeane Caelleigh, the editor of Academic Medicine has agreed to participate. The beautiful Jefferson Hotel (http://www.jefferson-hotel.com) in Richmond Virginia is technologically advanced and will provide a remarkable milieu within which to hold our meeting. Things are well underway. Please think seriously about coming to Richmond in March 2000. David R. Salter Back To Top |
|||||||||||
The idea of somehow "continuing the
conversation …" occurred to me very shortly after returning from being
immersed in the many impassioned discussions that whirled around one during both the
Harvard Macy Scholars and Leaders in Medicine experience. The answers were never enough.
Old questions faded and were replaced by more difficult and even outrageous ones. How does
one sustain change? How can I tell who "the real change agents" are within my
organization? Can championing change destroy my career? Who will tell me before it’s
too late? How do I know I am right and "they" are wrong? If it is true that
nearly 70% of institutional change initiatives fail, is there any hope for meaningful
change? Why is that? One could go on … The Harvard Macy Scholars initiative and the
Leaders in Medicine program have created an international community of scholars for whom
deeply probing questions and the specter of change have become comfortable. The notion of
the "hero-leader" has faded over the last decade and is being replaced by
"leadership communities" composed of "diverse people in diverse positions
(who) contribute vitally to the way that an enterprise shapes its future."(Peter
Senge in the Dance of Change – the challenges of sustaining momentum in
learning organizations 1999). The alumni of these two programs constitute an exciting
"leadership community" who enjoy the challenges of reconstruction while others
around them despair at the loss of what was.