Here are three suggestions for rebuilding a good relationship after a tough talk, while also making progress on the problem at hand.

Actively listening conveys respect for a patient’s self-knowledge and builds trust, and allows physicians to assume the role of trusted intermediary.

The role merges his strong interest in understanding people and their behaviors with his experience in health care, sales and leadership.

Asking the right questions of each candidate allows a practice to determine whether the person has the potential to be a great employee.

For recruitment and retention ultimately to lead to revenue, everyone needs to know what to do and how well they’re doing.

When it comes to establishing qualifications and hiring IT staff, an administrative goal should include identifying the “sweet spot” of technical coverage, acceptable down time, cost per device, and flexibility in the inevitable evolution of the grou...

Procedures for employees or patients to raise concerns about noncompliance must be clear and must elicit responses from management. How an organization responds to complaints can be the difference between an effective program that reduces risk of lia...

Joseph Kim, MD, an expert in the field, calls for feedback from all levels, a customized approach and a focus on technology’s benefits.

Michael Bakerman, MD, gives a physician leader’s perspective on the successes and shortfalls of the industry ongoing high-tech revolution.

An investment in medical assistants allows clerical work to be strategically shared while doctors focus on patient care.

The benefits of HIT are many, but so are the administrative burdens. Physicians leaders should allow providers time away from care to support the effort.

Studies show it’s not just a bunch of doctors complaining about change and technology. If not addressed, the extra demands on a physician’s time can lead to extra stress and eventually burnout.