These critical efforts are led by Dean Ted Mitchell, the Executive Committee and an RCM Sub-Committee. Findings from their preliminary survey on the faculty and staff members awareness, perceptions and opinions were presented at the RCM Fall Forum in November. Student responses generally indicate they are not well-informed about RCM at this juncture. They acknowledge RCM s contribution to cost control and sound strategic decision-making although few regard it as a means to improve educational quality. Furthermore, faculty and staff are worried that RCM will discourage collaboration, reduce morale, precipitate job losses, worsen faculty-staff relationships, and promote individual gain over collective benefit.
Some people use services without regard to cost.
Bringing resolution to such differences represents the challenge of implementing RCM in an existing organization. The trick is to use new tools to enhance the fundamental values of the academy. At this early phase of organizational change, the jury is still out. And this may be a positive indicator. Caution and hesitation in adopting new policies may prevent negative, unintended consequences.