I have enjoyed a stimulating month since the Supreme Court decision on the Affordable Care Act. A number of physicians have asked me for mentoring advice for themselves and their colleagues, feeling that something is about to happen that will transform healthcare delivery. One month ago, I reminded readers that physicians are well suited to be […]
I apologize for letting three weeks elapse since my last blog post. I offer no excuses and hope that anyone who sees me as a paragon of organizational efficiency will recognize that I too live on the brink of chaos. After co-facilitating a wonderful retreat June 1-3 with a group of physicians, administrators, and Board […]
Although each chapter in Getting It Done was written to stand by itself, certain characteristics of each chapter’s heroic journey toward getting it done share common elements, as described below. I will quote examples for each point and encourage readers to let me know what I missed. Thanks in advance for your active reading. I. The status […]
Physicians are trained for individual excellence, whereas hospitals are complex organizations that tend to view care as a team activity. Ultimately, physicians and hospitals have the same goal in mind—to provide high-quality, safe care to patients.
The Health Information Technology for Economic and Clinical Health (HITECH) Act is double-edged and time urgent. With penalties beginning in 2016, hospitals at all stages of adoption must accelerate the timeline from product purchase to implementation. The key to success is early and ongoing engagement of physicians, as illustrated by the success at Concord Hospital.
In 2008, avoidable medical injuries cost the US economy approximately $80 billion. The complexity of patient care demands effective communication and collaboration between team members to minimize error and maximize quality and safety. The potential for error remains high until people are clear about the tasks they must complete and the way they should be […]
I felt for the nurses as I listened to a frustrated OR nurse describe a recent interaction with a spine surgeon: All he says is ‘Fix it.’ Then, we implement a fix and all he does is criticize it. What are we supposed to do?
A well-functioning system of operating rooms, in which people communicate well with one another, enjoy coming into work, and achieve outstanding outcomes is in everyone’s self-interest.
The widening rift between hospitals and physicians exposes patients to medical risks, inconsistent service quality, economically motivated care, and disparities in access to treatment. Physician executives are well positioned to lead the reversal of this trend and prepare the medical staff and hospital for the collaboration necessary for their mutual survival.
Greater government intervention in healthcare delivery and patients’ demands for lower costs and improved quality of care necessitate greater collaboration not only within an organization but also between organizations: specialists have to work more closely with general practitioners; hospitals have to work more closely with physicians; insurance companies have to work more closely with providers.