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The purpose of this paper is to identify the convergence of business and medical education and describe the curricula of MD/MBA (Medical Doctor/Master of Business Administration) programs in the US. The focus of this study is to provide a guide to dual MD/MBA programs for physicians, aspiring physicians, policy makers and healthcare organizations. We studied the curricula of 52 universities offering a joint MD/MBA program. The study measured program structure, duration of the dual degree, geographic spread of universities and the average tuition. No recent study has looked into the essential characteristics of these programs. The top disciplines among the 46 programs include strategy, leadership and financial management. Program duration was between five and six years, with an average of 46 semester hours per degree. The average cost of the MD/MBA degree in addition to medical school was $35,810. Geographically, the majority of MD/MBA programs are located in the Northeastern US (33.9%), followed by the South (28.6%), the Midwest (23.21%) and the West (12.5%). (Contains 2 figures and 2 tables.)

The paper examines the changing views about the nature of the unconscious to those which encompass intra-psychic, interpersonal and transpersonal dimensions. It traces the changing views about the nature of the psychoanalytic relationship from Freud's vertex of a one-person psychology to a seemingly inevitable inter-subjective viewpoint wherein the analyst / therapist is seen not as a neutral figure on whom a transference can develop, but one who shapes the relationship. Understandings about countertransference and the impact of the person of the therapist that link theory identified also fuelled these developments. The paper further identifies the contribution of couple and family psychoanalysis in advancing our understanding of the nature of the unconscious, noting that phenomena found in couple and family therapy (such as a family dream) suggest the transpersonal nature of the unconscious. The paper finally considers the implications of the developments in understanding clinical practice with couples. The author concludes that perhaps in the light of such developments in theory and practice, we need to re-think what is transformative in our work. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses articles in the issue on topics including steering Groups in terms of membership criteria; and provided an impetus to the important process of both consolidating the internal identity and informing the external identity of the Australasian Confederation of Psychoanalytic Psychotherapies.

Physician group managers and administrators charged with leading medical groups in the 21st century face a set of old and new challenges and opportunities. Leadership is assumed to make the difference between a successful and not-so-successful medical group. Yet, there is little research about how physician manager leadership styles contribute to the success of medical group practices. This article is a study of physician leadership styles using the DiSC, based upon a sample of 232 physician managers. Dominance (D) and conscientiousness (C) were the two dominant styles found in this study. Moreover, the two dominant combination leadership styles fall under the categories of the "creative" and the 'perfectionist." The article formulates practical recommendations for both physician managers and administrators for leading medical groups to respond more effectively to the challenges and opportunities facing medical groups in the 21st century.