Difference between revisions of "Curiosity at Erasmus MC"
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Revision as of 04:20, 21 June 2012
Based on Professor Robert J. Baatenburg’s statements, we assume the organization may run a risk of facing a problem with the stimulation of curiosity among the students. Thus, as far as curiosity issues are concerned, there is an implication that this situation might be recognized as a “crisis”. In this aspect, the organization can be placed in the crisis quadrant of the adaptive Cycle.
- 1 Non-human challenges to curiosity
- 2 Organisational and human challenges to curiosity
Non-human challenges to curiosity
Guidelines as necessity (balance between practice and creativity)
Protocols vs. flexibility (protocols save time and make your life easier)
Bureaucratic barrier to curiosity (experiments / operations are protocoled)
Organisational and human challenges to curiosity
Cultural inhibitor to curiosity (first name basis / formalities)
Challenging case - Patient (as partner)
Students don’t question decisions / teaching techniques
For further information regarding the Company, the Interviewees, the Interview Structure or Reflections obtained during the process, see Case study Group 2.