Frame	Problems	Solutions
Structural	• The organizational structure of the department was composed in an ad hoc manner based on the academic physicians who were available.	• Restructure the department to ensure that the academic workload is split equitably.
	• Single academics hold multiple positions.	• Reduce the administrative, clinical, and educational workload of researchers in the group.
	• The research funding that is available is largely utilized by senior researchers.	• Support a mentorship programme to foster relationships between residents and senior research staff.
		• Modify the system for distributing resources to ensure that junior researchers receive monetary support for their projects.
Human resources	• Residents are interested in medical education but there are few faculty trained in this area.	• Recruit faculty with expertise in medical education.
	• There are no non-physician researchers associated with the department and very few non-physician collaborators.	• Hire a non-physician research associate to support resident research and/or establish co-mentorship models with other university departments.
	• Many of the clinicians hired by the department have no interest in scholarly pursuits.	• Empower junior researchers within the department by supporting their professional development.
		• Modify hiring criteria for residents and physician staff to ensure that interests in scholarly pursuits is prioritized.
Political	• The department has few relationships with other parts of the organization.	• Develop a collaborative relationship with the institution’s research groups and other departments.
	• The department does not devote a substantive portion of its funds to support scholarly pursuit.	• Consider likely allies and opponents for the proposed changes and meet with them to define and address concerns.
	• Few faculty are interested in financially supporting scholarly pursuits.	• Meet with upper administration and request aid and resources for the development of a department that is scholarship-focussed.
	• Department leadership is supportive of the goal of increasing scholarship but has not taken concrete action to support it.
Symbolic	• Scholarly achievement is not celebrated.	• Develop rewards and incentives that encourage participation in scholarly pursuits.
	• Some group values (e.g. family, clinical care, financial success) can be construed to contradict prioritizing scholarship.	• Bring together members of the department to develop a shared vision and mission statement.
	• The residency programme does not have a strong scholarly tradition.	• Prominently feature scholarly successes of department members in appropriate forums. Assist in disseminating research using the institution’s resources.