Looking Ahead: Futures Planning for Medical Education No abstract available

Beyond Sparking Joy: A Call for a Critical Medical Humanities No abstract available

Cumulative Micro-Mentorship: How Social Media Is Facilitating the Advancement of Female Physicians No abstract available

Equipping Junior Authors Against Predatory Open-Access Journals No abstract available

The Uphill Task of Improving End-of-Life Training in U.S. Internal Medicine Residency Programs No abstract available

Medical School Curricula Should Highlight Environmental Health No abstract available

In Reply No abstract available

Does Strategic Planning Matter? In this Invited Commentary, the author examines the history, use, and effectiveness of strategic planning in higher education, academic medicine, and nonprofit settings. Strategic planning is a process by which an organization differentiates itself from its direct or emergent competition to achieve its mission. This form of planning is distinct from operational planning, in which an organization identifies the ways in which it will continuously improve. Many organizations employ a combination of strategic planning and operational planning but use the former term to describe their planning process without a clear definition or conceptual framework.

The Empirical Challenge of 21st-Century Medical Education Medical education is at a crossroads. Facing challenges wrought by science and technology as well as societal change, the curriculum is increasingly out of synch with new needs in teaching content and medical practice. The path to significant curricular reform is difficult because of a variety of factors, including deeply entrenched values, the natural resistance to change, and the accreditation process. Indeed, even the very definition of what it means to be a professional is changing with profound implications for the future role of the physician and the sacrosanct doctor–patient relationship.

Treating the “Not-Invented-Here Syndrome” in Medical Leadership: Learning From the Insights of Outside Disciplines Physicians are being increasingly called upon to engage in leadership at all levels of modern health organizations, leading many to call for greater research and training interventions regarding physician leadership development. Yet, within these calls to action, the authors note a troubling trend toward siloed, medicine-specific approaches to leadership development and a broad failure to learn from the evidence and insight of other relevant disciplines, such as the organizational sciences. The authors describe how this trend reflects what has been called the “not-invented-here syndrome” (NIHS)—a commonly observed reluctance to adopt and integrate insights from outside disciplines—and highlight the pitfalls of NIHS for effective physician leadership development. Failing to learn from research and interventions in the organizational sciences inhibits physician leadership development efforts, leading to redundant rediscoveries of known insights and reinventions of existing best practices. The authors call for physician leaders to embrace ideas that are “proudly developed elsewhere” and work with colleagues in outside disciplines to conduct collaborative research and develop integrated training interventions to best develop physician leaders who are prepared for the complex, dynamic challenges of modern health care.