Clinician-trialist rounds: 3. Priority setting for academic success

Clinician-trialist rounds: 9. Mentoring - part 3: the structure and function of effective mentoring: advice and protection.

Priority setting: what constitutes success? A conceptual framework for successful priority setting

BACKGROUND The sustainability of healthcare systems worldwide is threatened by a growing demand for services and expensive innovative technologies. Decision makers struggle in this environment to set priorities appropriately, particularly because they lack consensus about which values should guide their decisions. One way to approach this problem is to determine what all relevant stakeholders u...

On the determinants of academic success as a clinician-scientist.

I believe that the determinants of academic success as a clinician-scientist (defined in terms of principal investigatorship, lead authorship, promotion, tenure, career awards, honours, power and reputation) are not “academic” (defined in terms of intelligence, theoretical understanding, mastery of a body of knowledge and teaching skills). Although some academics fail because they are crazy and...

National Institute of Academic Anaesthesia research priority setting exercise.

BACKGROUND Formal research priority setting is a recognized way of identifying important clinical research questions and promoting these as topics for commissioned research. This paper describes a research priority setting exercise conducted by the National Institute of Academic Anaesthesia (NIAA). METHODS Possible research questions were identified from a questionnaire sent to holders of the...

Stakeholder Participation for Legitimate Priority Setting: A Checklist

Accountable decision-makers are required to legitimize their priority setting decisions in health to members of society. In this perspective we stress the point that fair, legitimate processes should reflect efforts of authorities to treat all stakeholders as moral equals in terms of providing all people with well-justified, reasonable reasons to endorse the decisions. ...