Volume 7, Issue 6
Integrating appropriately trained behavioral health providers as healthcare team members is important for elevating and extending the care delivery of the entire team.
Although COVID-19 is here to stay, we must continue to advance our work and lead the profession on the post-COVID journey as well.
As healthcare’s predominant and most influential clinical leaders, physicians have generally risen to the situation most admirably; but many have also endured significant life-altering challenges.
In this final installment of the series, the author shares lessons learned from decades of experience as a healthcare leader.
Cost, balance billing, and surprise billing can be reduced significantly when specialty physicians become involved in claims review.
By adding radical listening to their skills toolbox, physician leaders will be better-equipped to make decisions and resolve conflict.
Medical practices face a variety of risks related to staff misconduct. The authors explore the potential risk areas and provides recommendations for minimizing them.
The Emergency Medicine Professional Development Program provides physicians with an opportunity to enhance their career development and reduce burnout.
Everyone benefits when teams focus on care and members’ skills are fully engaged.
Given that up to 50 percent of hospitalized patients are malnourished or at risk of malnutrition, the importance of identifying and addressing nutritional status is clear. The authors highlight two innovative strategies.
Physician leaders must adopt strategies to optimize the value of patient care for those afflicted with opioid use disorders and their related infections and attempt to lower costs.
The authors describe an abrupt and significant increase in out-of-hospital cardiac arrests seen by their hospital system-based EMS service during the COVID-19 pandemic.
The COVID-19 pandemic presented an opportunity to explore innovative preparedness, including a novel ED staffing model using redeployed physicians from other services.