Dyad Clinical Leadership
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Dyad Clinical Leadership
Author | : Kathleen Sanford |
Publsiher | : Lippincott Williams & Wilkins |
Total Pages | : 312 |
Release | : 2015-01-07 |
Genre | : Medical |
ISBN | : 9781496310880 |
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Healthcare leaders are facing major change in how healthcare is delivered as we move from fee-for-service payment models to pay for value. Physicians and hospitals are evolving from separate financial entities (with relationships varying from customers/workshops to competitors) to unified systems. Government policy maker, payers, and hordes of consultants advise hospitals to increase physician leadership in all parts of the system. However, few have proposed how this can be done when the gaps between hospitals and physicians are so wide. Physicians do not trust healthcare leaders, lack leadership and teamwork skills, and have little knowledge of how systems work. Some hospital leaders are working to overcome these gaps by setting up dyad leadership teams, consisting of a physician and an experienced manager/leader. The physician member of the team helps with the first gap; the nurse or other dyad partner is important to manage the other gaps. Until now, with the publication of Dyad Clinical Leadership, there has not been a source to help clinical dyad partners learn and understand how to work together in this emerging management model. Kathleen D. Sanford, DBA, RN, CENP, FACHE, Senior Vice President and Chief Nursing Officer at Catholic Health Initiatives (CHI), builds on CHI’s success with this unique playbook for the model.
Dyad Leadership and Clinical Integration
Author | : Alan T. Belasen |
Publsiher | : Unknown |
Total Pages | : 135 |
Release | : 2019 |
Genre | : Hospitals |
ISBN | : 1640550925 |
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Dyad Leadership and Clinical Integration
Author | : Alan Belasen |
Publsiher | : ACHE Management |
Total Pages | : 0 |
Release | : 2019 |
Genre | : Medical |
ISBN | : 1640550909 |
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Sometimes, real leadership is about balance. Can your institution balance the competing--even contradictory--demands of the healthcare marketplace? Can your value strategists also build patient engagement? Can your clinical integration champions also master financial performance? How can any one leader do it all? One can't--but two can. Dyad Leadership and Clinical Integration: Driving Change, Aligning Strategies breaks new ground in dyad leadership, giving you the tools you need now to establish and sustain exceptional partnerships between physicians and administrators. The book offers practical strategies based on a proven integrated framework. With this method as a starting point, dyad leaders can group and differentiate roles and competencies to increase quality of care, cut costs, and improve the patient experience. Author Alan Belasen synthesizes the expertise of academics, journalists, and practitioners with assessments and concepts drawn from psychology, communications, organizational theory, and management literature. The result is practical, ready-to-use surveys and data analysis techniques for assessing the sweet spots and weak spots of current and potential dyads and the institutions they lead. Attain the power of balance--and enhance your institution's flexibility, span of expertise, and sustainability--with Dyad Leadership and Clinical Integration: Driving Change, Aligning Strategies.
Dyad Leadership and Clinical Integration
Author | : Alan T. Belasen |
Publsiher | : Unknown |
Total Pages | : 135 |
Release | : 2019 |
Genre | : Hospitals |
ISBN | : 1640550933 |
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Transforming Leadership Improving the Patient Experience
Author | : Alan T. Belasen, Ph.D.,Barry Eisenberg, Ph.D.,Jill Borgos, Ph.D. |
Publsiher | : CRC Press |
Total Pages | : 227 |
Release | : 2024-02-27 |
Genre | : Business & Economics |
ISBN | : 9781003846086 |
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This book focuses on the patient experience as a leadership strategy. It explores the relationships between coordinated care, expert leadership, provider-patient communications, and the patient experience. When clinical and nonclinical staff collaborate effectively, healthcare teams can improve patient outcomes, prevent medical errors, improve efficiency, and increase patient satisfaction. Surprisingly, however, healthcare leaders tend to prioritize specific metrics to improve hospital performance and patient satisfaction even though patient experience and provider-patient communications are intertwined. Determining the most effective strategy for achieving higher levels of service quality and patient satisfaction can prove elusive for providers. Consider the evidence: a survey in 2012 of more than 17,000 healthcare leaders in North America, for example, found that leaders’ perceptions did not always match the data, and many hospital leaders overestimated the performance of their hospitals. Over 75% of the hospital leaders reported "quality of care" was something their hospital did well, while their patients, on average, rated them lower on perceived service quality. Ten years later, in 2022, only a few providers integrated best practices to achieve high patient satisfaction which severely impacted CMS Hospital Star Rating. This has significant effects on profit margins since patients consider the star rating differentials in their choices of hospitals and are willing to pay upward of 17% extra for treatments in 5-star hospitals, a revenue generating source of income at times when hospitals have seen falling revenues (down 4.8%) and rising labor (up 37%) from pre-COVID-19 pandemic levels. To reduce the gap between perception and reality, hospital leaders can consider the link between communication goals (e.g., responsiveness of hospital staff, pain management, communication about medicines) and outcomes (e.g., increased adherence and compliance, readmission, healthcare delivery costs, hospital overall ratings) as well as improve the patient experience. When intentions and outcomes are aligned, they create a powerful medium by which healthcare leaders can evaluate the gaps that exist between patient care measures and best practices and mitigate organizational or technological factors relevant to improving the patient experience. When the alignment is optimal, care teams develop a better sense of shared purpose, become more committed and accountable, and work together to improve the patient experience. When accomplished, patients participate more fully and actively in the exchange and are discharged with an enhanced commitment to carry out care management requirements. Key topics in this practical guide include provider-patient communications; demonstrating the value of patient-focused care; how physician and nurse executives use synergy as a strategy; engaging board members in promoting quality and safety goals and in developing hospital community partnerships; building bridges between physicians, administrators, trustees, and hospital staff; and developing a leadership pipeline.
The Science of Effective Mentorship in STEMM
Author | : National Academies of Sciences, Engineering, and Medicine,Policy and Global Affairs,Board on Higher Education and Workforce,Committee on Effective Mentoring in STEMM |
Publsiher | : National Academies Press |
Total Pages | : 307 |
Release | : 2020-01-24 |
Genre | : Education |
ISBN | : 9780309497299 |
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Mentorship is a catalyst capable of unleashing one's potential for discovery, curiosity, and participation in STEMM and subsequently improving the training environment in which that STEMM potential is fostered. Mentoring relationships provide developmental spaces in which students' STEMM skills are honed and pathways into STEMM fields can be discovered. Because mentorship can be so influential in shaping the future STEMM workforce, its occurrence should not be left to chance or idiosyncratic implementation. There is a gap between what we know about effective mentoring and how it is practiced in higher education. The Science of Effective Mentorship in STEMM studies mentoring programs and practices at the undergraduate and graduate levels. It explores the importance of mentorship, the science of mentoring relationships, mentorship of underrepresented students in STEMM, mentorship structures and behaviors, and institutional cultures that support mentorship. This report and its complementary interactive guide present insights on effective programs and practices that can be adopted and adapted by institutions, departments, and individual faculty members.
Clinical Leadership in Nursing and Healthcare
Author | : David Stanley |
Publsiher | : John Wiley & Sons |
Total Pages | : 406 |
Release | : 2016-12-27 |
Genre | : Medical |
ISBN | : 9781119253761 |
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Clinical leadership, along with values-based care and compassion, are critical in supporting the development of high quality healthcare service and delivery. Clinical Leadership in Nursing and Healthcare: Values into Action offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership potential. The new edition has been updated in light of recent key changes in health service approaches to care and values. Divided into three parts, it offers information on the attributes of clinical leaders, as well as the tools healthcare students and staff can use to develop their leadership potential. It also outlines a number of principles, frameworks and topics that support nurses and healthcare professionals to develop and deliver effective clinical care as clinical leaders. Covering a wide spectrum of practical topics, Clinical Leadership in Nursing and Healthcare includes information on: Theories of leadership and management Organisational culture Gender Generational issues and leaders Project management Quality initiatives Working in teams Managing change Effective clinical decision making How to network and delegate How to deal with conflict Implementing evidence-based practice Each chapter also has a range of reflective questions and self-assessments to help consolidate learning. Itis invaluable reading for all nursing and healthcare professionals, as well as students and those newly qualified.
Resilience in Healthcare Leadership
Author | : Alan Belasen, PhD |
Publsiher | : CRC Press |
Total Pages | : 208 |
Release | : 2022-01-20 |
Genre | : Business & Economics |
ISBN | : 9781000520637 |
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The COVID-19 Pandemic has been an ultimate challenge for leadership resiliency. Resilient leaders are thoughtful and deliberate. They balance logic and emotion, ego and humility. They lead through compassionate empathy by focusing on the ‘how’, not only the ‘what’. They use their influence to drive positive change, diversity and inclusion, and create an equitable community. Most books on resilient leadership appear to focus on spirituality and tools to grow an “unshakable core of calm, strength, and happiness” or “bounce back without getting stuck in the toxic emotions of guilt, false guilt, anger, and bitterness”. These books are very similar to handbooks focusing on mental toughness and providing guides for overcoming adversity and managing negative emotions. This book, however, defines resilience as a critical competency of high-performing leaders. Leaders must cultivate resilience in themselves and foster it throughout their organizations and multidisciplinary teams in order to adapt and succeed. Resilience in Healthcare Leadership is differentiated by offering practical strategies and self-assessment instruments for identifying strengths and weaknesses and for developing and sustaining the performance of resilient leaders. The book will also focus on best practices to help build a talent pipeline and develop resilient care team leaders to effectively manage the challenges of disruptive environments. Whether senior or mid-level manager the reader will learn to apply knowledge and skills to initiate cultural change, assess strengths and weaknesses, align leadership roles with organizational goals, and position themselves to become a resilient leader. The reader will also learn how to identify message strategies consistent with stakeholders’ needs, resolve conflicts, lead multidisciplinary teams, and realize the impact of resilient leadership in influencing outcomes. Takeaways and tools are included to guide progressive learning and leadership development and build a strong succession pipeline, to help organizations become more prepared to respond to challenges facing healthcare leaders in the future.