Volume 6, Issue 3
Health care organizations moving away from a defensive posture after medical error are reaping benefits. Communication and resolution programs help make a difference.
Federal laws prohibit collusion and restraint of competition because they reduce choices for consumers and increase prices. The effect of the laws in health care is changing with the industry’s evolution.
Medical profession education is complicated, and the “House of Medicine” is an equally complex series of oversight entities. AAPL is a critical portion of this higher education enterprise.
The incidence and prevalence of physician burnout appear to be increasing within and across clinical specialties and types of practices. An underlying framework remains unattended and unexplained.
A challenge has emerged for every leader: How to build and maintain employee engagement in a constantly changing industry. Here are some ways to get it done.
A big obstacle to facilitating change is when people are in the “precontemplation” stage — when they’re actively resisting change because they don’t see a need for it. Here’s how to recognize it.
Teams look to their leaders for a better understanding of professional expectations and ethical behaviors. Supervisors must always be aware that eyes are upon them to set — and live — the standards.
In this issue, we get a true understanding of how experienced physician leaders delicately balance their roles as organizational leaders and practicing physicians.
Balance billing increasingly is putting a strain on patients. What can physician leaders do about this phenomenon? So far, few physicians have any answers — so lawmakers are using their powers.
Managing patients with chronic health conditions, particularly those with limited health literacy, is a critical competency that organizations must address to deliver high-quality, high-value care.