Case study: Erasmus MC

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This is the contribution for the Case study of group 2, consisting of Stefania Dangila, Kristina Tasheva, Jolanta Wos, Gianantonio Me, Boris Rottmann.
In our Case Study we concentrate on the role of curiosity in Organization Change in the frame of Adaptive Cycle.

About the company

At the recommendation of our Professor, we have held our interview regarding the role of curiosity in organisational setting at the Department of Otorhinolaryngology and Head and Neck Surgery of Erasmus Medical Center (Erasmus MC), Rotterdam, the Netherlands. The following organizational information was acquired at the official corporate site. Any additional updates can be found at: http://www.erasmusmc.nl/

Organisational Information:
The Erasmus Medical Center has a long history, dating from 19th century, however, its current establishment was created in 2002 from an administrative and organizational merger of the medical faculty of the Erasmus University Rotterdam (EUR) and the Academic Hospital Rotterdam. This merger resulted in the largest of the 8 existing medical centers across the Netherlands with over 50 departments. In 2008, Erasmus MC reported 10,262 employees plus 653 medical specialists and over 200 PhD graduates in 2009, with these figures constantly growing in the past years. The strategic vision for 2009-2013, being a logical sequel o the prior Strategic Direction ’08, tries to incorporate the already established successful organisational development by feedback integration from various internal (personnel, students, patients) and external stakeholders. Erasmus MC adopts the following features as guideline in this approach: “cooperation, pushing back frontiers and being firmly rooted in society”.

Erasmus MC mission statement for 2013:

Erasmus MC is an internationally recognized center for excellent, dedicated patient care, highly rated transfer of knowledge and high-quality knowledge development in the fields of illness and health.

Erasmus MC main goals for 2013:

  • At Erasmus MC, the patient is at the center of both cure and care.
  • Erasmus MC aims to be one of the best medical research institutes in the world.
  • Erasmus MC aims for broader and more in-depth educational study programs, and to improve the educational infrastructure.
  • As many cross connections as possible have been created between the equally important core tasks of patient care, education, and research.
  • In 2013, Erasmus MC aims to be reputed to be one of the best employers among the university medical centers.
  • Erasmus MC wants to increase its sustainability and social commitment.


Interviewees' Professional Background

The interview took place on May 15, 2012 at the premises of Department of Otorhinolaryngology and Head and Neck Surgery, Erasmus MC, Rotterdam, the Netherlands. We carried out a one and half hour interview with Dr. Robert J. Baatenburg de Jong and Philip Backx. Please find below a short note regarding their professional background.

Interview Structure

The interview was designed to gain an insight into the organisational structure as well as the notion of curiosity and information technology in the framework of Adaptive Cycle.

Since it was a semi-structured interview, auxiliary questions were used in order to specify more explicitly the issue being discussed or solicit more detailed explanation. Those supplementary questions are not mentioned in the list. Moreover, additional questions to the initially planned ones were posed in order to gain a better understanding of the current status quo. Those are listed below with a preceding (B) to signify the bonus inquiries.

For further information regarding the interview questionnaire follow the link on Group 2 Interview Questionnaire.

Reflections

In order to gain a spherical understanding of the department, we divided the interview into 3 blocks, namely:

  1. Organizational Structure / Strategy at Erasmus MC
  2. Curiosity at Erasmus MC
  3. Information Technology at Erasmus MC


Not only has this general categorization allowed us to differentiate between the major areas of interest, which we wanted to concentrate on, but it has immediately provided us with a feedback that the department was not unanimously at a fixed adaptive cycle phase.

The aforementioned links provide our detailed feedback and reflections regarding the insights gained at the interview as well as during our group debates.

For general insights see General Reflections and Conclusion at Erasmus MC


For further information regarding the role of Curiosity in the Adaptive Cycle go back to Group 2 Student Lecture.