Functional Components
In addition to attending the five modules, the IMHL utilizes a variety of functional components to enhance the learning experience.
The Anchoring Project is a strategic project running in tandem with the five modules. Participants engage in an activity of their (or their sponsoring organization's) own choosing with the objective of affecting significant change within their organization or community. It may be undertaken as either a solo project or, in the case of group participation from an organization or otherwise identifiable community, as a team effort. Teams may be formed from a geographical health authority (i.e. an interdisciplinary team from South Africa), or from a specific component within the health care system (i.e. a prevention team from Québec). Other teams may be formed by members of the same organization to maximize the transfer of learning.
The Anchoring Project may be targeted (e.g. how to diffuse IMHL learning to other managers within the organization or community), or general (e.g. how to better integrate prevention into an overall health system).
Final reports may ultimately be presented to the sponsoring organization, at appropriate health care conventions and/or in leading health care publications.
Each participant spends 3-5 days on a Managerial Exchange, observing a fellow participant at work, in as different a setting as possible (with regard to geography and culture as well as industry and job). That visit is returned, so that each participant acts as both host and guest. Prior training in the skill of observation prepares everyone for the visits. Toward the end of the visiting period, the guest manager gives a report to the host and three or four weeks later, after completing both visitor and host sections, writes a longer paper on the whole experience. Time as well as resources need to be factored during the 16-month program to complete the Managerial Exchange.
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Chief Medical Officer,
University Hospital Ghent, Belgium
Participants submit several Reflection Papers relating the theories and learnings from the program to real aspects of their work environment. These provide an opportunity to explore job-related challenges in depth.
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Medical Director,
Portsmouth Hospitals NHS Trust, UK
A Self-Study enables participants to learn the "language of management", focusing on such topics as finance, accounting and marketing. The Final Paper is a small thesis written under the supervision of a faculty advisor at the conclusion of the last module. It is required to complete the degree of Master of Management.
A member of the program's faculty is assigned to each participant to offer Tutoring for reflection papers and the managerial exchange, identify appropriate areas of self-study and provide support for the final paper. These tutors also contribute valuable insight into the ongoing evolution of the program content and design.
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Dr. Leslie Breitner
Professor, McGill University
Particular attention is paid to the classroom experience in the program. Participants sit at round tables which allow for interactive discussion at a moment's notice - to consider and apply material presented by the instructors or other participants. A 50/50 rule allows for half the class time to be turned over to participants on their agenda. A variety of teaching methods are employed in the classroom to elicit the greatest possible cross-fertilization of ideas and experiences.
Three stages of Morning Reflections: solo, small group and big circle
