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Building a Physician Culture for Healthcare Transformation: A Hospital's Leadership Challenge

机译:建立医生文化以实现医疗保健转型:医院的领导力挑战

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摘要

Engaging and integrating physicians has become the veritable "brass ring" for many hospital systems: many attempts and few actual wins. This is especially true in California's managed care environment and for public entities such as Palomar Health in Escondido, California. Our commitment to engage and integrate physicians continues to be a vital element of a larger cultural shift toward delivery of care that puts the patients' needs first. A key determinant of success has been the ability to align a diverse medical staff culture with administrative priorities. This alignment involves a carefully executed strategy and a structure to build a collective identity among diverse players. Palomar Health is in the third year of the journey. Some of the critical milestones have been the implementation of a physician leadership development process, creation of a physician onboarding process to codify the desired physician culture, delineation of roles and expectations for physician leadership, and formalization of dyad and triad partnerships between physicians and their clinical and administrative partners.
机译:吸引和整合医生已成为许多医院系统的真正“铜环”:许多尝试,很少有实际的成功。在加利福尼亚州的管理式医疗环境中,以及加利福尼亚州埃斯孔迪多市的Palomar Health等公共实体,情况尤其如此。我们对聘用和整合医生的承诺仍然是更大的文化转向向患者提供医疗服务的重要要素,这种服务将患者的需求放在首位。成功的关键因素在于能否使多种医务人员文化与行政工作重点保持一致。这种协调涉及精心执行的策略和在不同参与者之间建立集体身份的结构。 Palomar Health处于旅程的第三年。一些关键的里程碑包括实施医师领导力开发过程,创建医师入职过程以整理所需的医师文化,描述医师领导力的角色和期望以及医师与其临床之间的二元和三元伙伴关系的正式化和行政伙伴。

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