Learning Components
Curriculum
The curriculum is designed to link theory to practice, promote maximum interaction and participation, and translate the learning from the classroom into effective change management intervention projects. The three key content themes are research-based evidence, change management, and "systems thinking." These themes are reflected in the areas of study organized into "curriculum modules," developed by leading experts - from beginning with an understanding of research and evidence, to research methodology and leadership competencies drawing on research skills, to their application in organizational change. Each module is delivered by experts who are leaders in their fields, either by virtue of research or professional experience. Teaching methods at the residency sessions will include a dynamic mix of lectures, case studies, small-group work, health information management skills acquisition, and change management simulation exercises. EXTRA also provides comparative and international perspectives on healthcare systems through keynote speakers and guest faculty drawn from abroad.
Modules
Module 1:
Promoting the use of research-based evidence in healthcare organizations
Develop strategies to deal with policy factors and policy context that influence how research-based evidence is used, and understand the link between the nature of evidence and its use in decision-making and organizations. Learn about the evidence-informed information cycle, and understand the approaches you can adopt to promote the use of evidence-informed research. Set the action plan for your intervention project.
Lead faculty: John Lavis
Module 2:
Demystifying the research world
Uncover the world of evidence-informed research and examine other influences on decision makers. Enhance your research literacy - learn to appraise the quality and relevance of research to your decision-making environment. Explore in-depth policy research, management research, and health economics research.
Lead faculty: David Streiner
Module 3:
Becoming a leader for the use of research-based evidence in healthcare organizations
Enhance your ability to create and lead research-based change in a real organizational context. Refine your leadership skills to develop an organizational culture that will promote the role of research-based evidence in decision-making. Learn about tools and strategies for using research-based evidence to promote management and organizational change.
Lead faculty: Terry Sullivan
Module 4:
Using research-based evidence to create and manage change
Focus on the dual relationship between research use and organizational change and its implications for achieving successful change. Understand how organizational culture and politics influence the conception and use of research and evidence. Explore the "make it or break it" factors in implementing change, to achieve short-run wins but also long-term, sustainable change. Continue to develop plans for your intervention project.
Lead faculty: Karen Golden-Biddle
Module 5:
Sustaining change in an organizational context
Refine your leadership skills and the strategies required to develop an organizational culture that promotes research-based evidence in decision-making. Learn from real-life examples in which organizations have either been successful or have faced major difficulties in applying research results on a routine basis. Explore the implications of research use for organizational resources and strategies. Assess the potential and practices of your own organization regarding the strategic management of knowledge.
Lead faculty: Jean-Louis Denis
Module 6:
Synthesis seminar, building a community of practice, and panel presentations of the intervention projects
Synthesis seminar, building a community of practice, and intervention project presentations to review panel
A full week dedicated to examining key themes and issues that emerged over the course of the program, presenting the intervention projects carried out at the fellows' home organizations, and exploring how to sustain learning and collaborative relationships at the end of the formal program. During this final residential module, fellows present their intervention projects to an expert panel for review and feedback and develop strategies and action plans for a post-graduation community of practice.
Module 6 also uses two key vehicles to address the invaluable role played by the CEOs of the home organizations. The CEOs 1) are part of the presentation of the intervention projects, offering a unique perspective on the initiatives and the overall EXTRA program; and 2) attend a "by invitation only" in camera session to hear from and debate significant and relevant health issues with prominent figures in the field.
A full week dedicated to looking at key themes and issues that emerged over the program, intervention projects at fellows' home organizations, and how learning and collaborative relationships will be sustained when the program formally ends. During this final residential module, present your intervention projects to an expert panel for review and feedback. Develop strategies and action plans required to begin developing a community of practice that will continue beyond the residency sessions.
Lead faculty: Jack Altman
Horizontal Curriculum Module: Health Information Management
Health information management (HIM) topics are integrated across all the modules with a focus on health information literacy and skills, organizational information management, personal information management, evidence information management, acquisition and synthesis, decision support management, and online collaboration skills. HIM incorporates aspects of facilitator-directed learning at the residency sessions as well as self-directed activities, management of an intervention project, and reflective learning between residency sessions.
Lead faculty: Robert Hayward
