We also attended “Compliance as the Tool for a Culture of Transparency” with Cary Gutbezahl and Bonnie Thompson of William Backus Hospital. This session detailed the hospital's journey to address challenges they faced.
Despite state and federal regulations, and private hospital accreditation programs that try to ensure high-quality care, errors occur in hospitals that result in patient injuries.
Many errors are due to process failures rather than unpredictable accidents. Process failures can result in harm or, at best, missed opportunities to provide good care. Managers must remain vigilant by employing comprehensive monitoring programs that ensure protocols don't slip.oncompliance with CMS and groups like the Joint Commission can be severe.
An organization that encourages constructive conflict is better at solving problems and improving systems.
You have to avoid conflict within your organization to get things done. That's what most of us are used to. We have learned to fight for issues that are important to us, but avoid getting involved in issues that aren't. And we expect the same of others. That's how we foster teamwork. But it's more a characteristic of losing teams than winning teams to ignore problems and avoid conflict.
... with University of Virginia Medical Center Chief Executive Officer, R. Edward Howell. Dr. Cary Gutbezahl: Leadership development of the future will includes some intense focus on collaboration, cooperation and partnering?
Excerpt from “Stewardship:The Noblest Form of Leadership – Part II,” Compass Clinical Consulting Profile in Healthcare Leadership Interview with University of Virginia Medical Center Chief Executive Officer, R.
Currently, the Centers for Medicare and Medicaid Services (CMS) require hospitals to have a governing body (the board) that is legally responsible for the conduct of the hospital as an institution. The board of a hospital must hire the CEO, establish a competent medical staff, and oversee key aspects of the organization, such as the [...]
Cognitive Conflict: The Cure for Anger in Hospitals eBook: By Cary D. Gutbezahl, MD - Kindle Edition
Internal conflict can be utterly destructive to any hospital. It can also have a positive effect when hospital leaders learn how to turn diversity of thought into innovative and collaborative decision-making.
Compare and analyze the different types of conflict and their impact upon management decision. Evaluate how conflict can be turned into a positive factor in the collaboration among physicians, nurses, staff and administrators in a hospital setting.
The Board needed a results-oriented leader with a clear vision for the future — a leader who could successfully merge the clashing cultures and integrate Banner’s complex financial, clinical and operational systems into a...
The Compass Clinical Consulting Profiles in Healthcare Leadership series are the result of interviews with transformational leaders in today’s healthcare industry—men and women who have demonstrated courage, ingenuity and the hard work needed to...
An organization's ability to correct service errors is an important factor in achieving success in today's service economy. This paper examines service recovery in hospitals in the U.S. First is a general review of service recovery theories
PubMed is a service of the U.S. National Library of Medicine that includes over 19 million citations from MEDLINE and other life science journals for biomedical articles back to the 1950s.
Cary Gutbezahl, M.D., is the president and chief executive officer of Compass Clinical Consulting in Cincinnati. The opinions expressed by authors do not necessarily reflect the policy of Health Forum Inc.
The leader of the hospital is expected to shape the vision of the newly integrated health care delivery system. He or she will need to present new, and often unpopular, ideas to multiple stakeholders in preparation for reform's impact. The CEO also will be a target for opponents of change. How safe is your CEO if he or she embarks on a campaign to achieve transformational change?
Dr Cary Gutbezahl (CCC): How significant is leadership development to the Medical Center right now? R. Edward Howell (REH): The current environment is perhaps the most turbulent in American healthcare history.
Slack resources—resources over the amount required to do an organization's day-to-day work—have an undeserved bad reputation. Many hospital executives have worked hard to remove slack resources, perceiving them as evidence of organizational inefficiency. But it isn't the presence of slack that is a problem; rather, it's poor management of slack. In fact, some hospitals known for their clinical quality and patient safety have organizational slack and still are profitable. The right amount of slack makes organizations successful.
Dr Cary Gutbezahl: When we first met, one of the things you presented that really impressed me was the concept of legacy goals. They seem closely linked to your concept of stewardship. What are legacy goals and how did ...
Hospital leaders often fear that efforts to improve productivity will alienate staff or lessen quality. Including all stakeholders, redesigning processes and working toward national benchmarks will ensure that productivity improvements stick.
Dr. Cary Gutbezahl: With changes that are going on in healthcare now, hospitals are becoming more than hospitals. They are acquiring physician practices and they are having many more ambulatory sites and other things like that.
You have to avoid conflict within your organization to get things done. That’s what most of us are used to. We have learned that you fight for issues that are important to us, but avoid getting involved in issues that aren’t. And we expect the same of others. That’s how we foster teamwork. All teams, [...]
A good consultant brings project management skills, technical expertise, and time to work on the project. The consultant brings an outsider’s perspective that isn’t blinded by the familiarity of the situation. Like an experienced technician, the consultant knows where to look to find the causes of the problem. Because the project is the consultant’s only concern, the consultant can bring focus and raise the priority of the project.
Hospital executives continue to wonder about the ramifications of the recently passed healthcare reform legislation. The massive size (over 1000 pages) of the law means there’s more in it than what has been publicly discussed. Nevertheless, one thing is clear …