ABSTRACT
This article was migrated. The article was marked as recommended. Purpose Lesbian, gay, bisexual, transgender, and queer (LGBTQ+) communities have unique healthcare needs that often go unmet. LGBTQ+ patients report higher levels of satisfaction with and are more likely to seek care from providers who possess knowledge of and demonstrate comfort with LGBTQ+ healthcare issues. We sought to determine knowledge of, comfort with, and perceived barriers to providing equitable LGBTQ+ care amongst physicians in London, ON. Methods Anonymous online surveys were distributed to roughly 2400 full- and part-time physicians at the Schulich School of Medicine & Dentistry. Co-investigators independently coded forty-two surveys and conducted a theoretical thematic analysis. Results Physicians were categorized according to their beliefs about the unique health needs of LGBTQ+ populations and the degree to which they possessed corresponding knowledge. Seventeen physicians (42%) believed that LGBTQ+ populations have unique needs and possessed knowledge, sixteen (38%) believed that LGBTQ+ populations have unique needs but lacked knowledge, and nine (21%) denied the existence of unique needs. Across all respondents, competence was lacking in three domains: transgender healthcare, responding to LGBTQ+ identity disclosure, and knowledge of systemic inequities faced by LGBTQ+ communities. Conclusions These findings elucidate knowledge gaps amongst a representative sample of physicians and present opportunities for targeted educational intervention to improve LGBTQ+ care.
ABSTRACT
PROBLEM: Leadership is increasingly recognized as a core physician competency required for quality patient care, continual system improvement, and optimal healthcare team performance. Consequently, integration of leadership into medical school curriculum is becoming a priority. This raises the question of the appropriate context, timing, and pedagogy for conveying this competency to medical students. INTERVENTION: Our program introduced a 1-week leadership course grounded in business pedagogy to Year 1 medical students. The curriculum centred on four themes: (a) Understanding Change, (b) Effective Teamwork, (c) Leading in Patient Safety, and (d) Leadership in Action. Post-curriculum qualitative student feedback was analyzed for insight into student satisfaction and attitude towards the leadership course content. CONTEXT: The Undergraduate Medical Education program of the Schulich School of Medicine & Dentistry, Western University, is delivered over 4 years across 2 campuses in London and Windsor, Ontario, Canada. Course structure moved from traditional passive lectures to established business pedagogy, which involves active engagement in modules, case-based discussions, insights from guest speakers, and personal reflection. OUTCOME: A student-led survey evaluated student opinion regarding the leadership course content. Students valued career development reading materials and insights from guest speakers working in healthcare teams. Students did not relate to messages from speakers in senior healthcare leadership positions. Course scheduling late in the second semester was viewed negatively. Overall student opinion suggested that the 1-week course was suboptimal for establishing leadership principles and translated business pedagogy was ineffective in this context. LESSONS LEARNED: Leadership curriculum in Undergraduate Medical Education should be grounded in a healthcare context relevant to the student's stage of training. Student engagement may be better supported if leadership is framed as a competency throughout their career. Schools considering such innovations could draw lessons from other professional schools and utilize material and faculty that resonate with students.
