Evaluation of the Processes and Outcomes of a Physician Leadership Program: The Continuous Feedback Loop Design

Abstract

Introduction:Physicians assume leadership roles in their health care organizations and practices often without support or training. The Physicians Leadership Academy provides integrated leadership seminars, mindfulness training, and executive coaching in a 10-month curriculum to physicians across area organizations.Methods:Program evaluators responded to stakeholders' need for continuous program improvement by developing a continuous feedback loop evaluation design incorporating a program monitoring system and a theory-driven program evaluation. Given the size of the 2019 to 20 cohort (n = 19), a one-group pretest/posttest design was used to assess the mechanisms of the program (mindfulness and wellbeing) along with knowledge development, emotional intelligence, and personal and professional growth. The assessments used a combination of published and administrator-developed assessments to address the unique aspects of the program. Doing such ensured continuous improvement and sustainability for the program.Results:The cohort of physicians demonstrated significant engagement and learning across the curriculum, improved mindfulness, and improved capacity of the providers to affect their health care system and communities.Conclusions:The utility of the program was demonstrated through quantitative and qualitative analyses. Implications of the methodology for future evaluations of program developments are discussed.

Implementing coaching programmes for healthcare professionals—A review of the barriers and facilitators

“…For (novice) faculty coaches, coaching was 'a distinctly new experience', 57 therefore, coaches were often provided a formal training, step-by-step guidelines, and refresher trainings. 42,47,52,54,[57][58][59][60][61] Within Learning-Centeredness facilitators included a positive learning climate, psychological safety, and trust.…”

“…46 Insufficient organisational capacity to resource coaching was mentioned as a barrier for implementation, 57 In Parsons et al, 50 Financing was considered, 'vital for the implementation and subsequent success of the coaching programme'. Funding for coaching interventions came either from internal funds 43,46,[49][50][51] or external 48,[52][53][54]57,59 funds. In addition, Societal Pressure emerged as a driving force for investments in coaching interventions; driven by national calls to address gender gaps and promote provider well-being on a systemic JANSEN ET AL.…”

“…Namely, several studies included in this review argue that the implementation of coaching interventions can foster discussions about organisational structure and teamwork and, thereby, affect organisational culture. 43,47,57,59,61,63,64,79,80 This may be particularly relevant in healthcare organisations, for which the deepseated drivers of burnout and attrition rates reside within the workplace culture and environment. 81,82 Additional individual-and systems-level research is needed to explore the link between organisational culture and coaching interventions;…”

“…50 Participants were often paired with a coach outside of their specialty to protect separate coaching from formal evaluation and, thereby, protect psychological safety. [52][53][54]59,61 For group coaching, where psychological safety could not be protected through the same strategy, ensuring 'confidentiality' 51 and 'anonymity' 46 were critical to implementation and delivery of group-coaching. Note: a-b Study no.…”

The Technological Society and the Social Organization of Continuing Professional Development Interventions

“…Three articles pertain directly to feedback . Gascon et al 4 study the content and outcomes of a physician leadership program and assess the potential of a continuous feedback-loop design for program improvement. Roy et al 5 focus on design issues in their exploration of content relationships among components of a multisource feedback program.…”