摘要：Author's reply Lindsay Bank,1,2 Mariëlle Jippes,3 Jimmie Leppink,4 Albert JJA Scherpbier,4 Corry den Rooyen,5 Scheltus J van Luijk,6 Fedde Scheele1,2,7 1Department of Healthcare Education, OLVG Hospital, Amsterdam, the Netherlands; 2Faculty of Earth and Life Sciences, Athena Institute for Transdisciplinary Research, VU University, Amsterdam, the Netherlands; 3Department of Plastic Surgery, Erasmus Medical Centre, Rotterdam, the Netherlands; 4Faculty of Health, Medicine and Life Sciences, School of Health Professions Education, Maastricht University, Maastricht, the Netherlands; 5Movation BV, Maarssen, the Netherlands; 6Department of Healthcare Education, Maastricht University Medical Center, Maastricht, the Netherlands; 7School of Medical Sciences, Institute for Education and Training, VU University Medical Center, Amsterdam, the Netherlands Thank you for the opportunity to respond to Mr Mahmood’s letter. We appreciate the insightful comments made by Mr Mahmood in regard to our article “Are they ready? Organizational readiness for change among clinical teaching teams.”1 He describes several change models that can be used to implement change in postgraduate medical education (PGME) based on strategies previously used in healthcare settings. Additionally, he suggests the combined use of parts of these models for change in PGME. As noted in our manuscript, change is known to be challenging and requires a proper change management strategy to improve the chances for success.1 Indeed, on a limited scale, change management strategies are used in healthcare settings. Unfortunately, these strategies rarely make a transfer into change processes in PGME. Therefore, for this study, we chose organizational readiness for change (ORC) as our change model, or “lens,” to improve the chances for successful change in PGME. The rationale for choosing this model is that it was previously, and successfully, used in undergraduate medical education2 which made us believe it could be of value in PGME as well. View the original paper by Bank and colleagues
