Creating a Physician-Led Quality Imperative

Nelson, M; Merriman, Charles S.; Magnusson, Peter; Thomassian, Kristapor V.; Strawn, Alivia; Martin, Julie

doi:10.1177/1062860613509683

Cited by 8 publications

(18 citation statements)

References 17 publications

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“…There needs to be team leadership,86 team building94, and teamwork 3,4,27,48,89,121. It is important to identify champions,21,67,84,89,93,97,103,109,119,122–124 build relationships,53,125 and develop strategic partnerships,126 whether intergroup90 or peer 125…”

Section: Resultsmentioning

confidence: 99%

<p>Physician engagement: a concept analysis</p>

Perreira¹,

Perrier²,

Prokopy³

et al. 2019

JHL

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The term “physician engagement” is used quite frequently, yet it remains poorly defined and measured. The aim of this study is to clarify the term “physician engagement.” This study used an eight step-method for conducting concept analyses created by Walker and Avant. MEDLINE, EMBASE, and the Cochrane Central Register of Controlled Trials were searched on February 14, 2019. No limitations were put on the searches with regard to year or language. Results identify that the term “physician engagement” is regular participation of physicians in (1) deciding how their work is done, (2) making suggestions for improvement, (3) goal setting, (4) planning, and (5) monitoring of their performance in activities targeted at the micro (patient), meso (organization), and/or macro (health system) levels. The antecedents of “physician engagement” include accountability, communication, incentives, interpersonal relations, and opportunity. The results include improved outcomes such as data quality, efficiency, innovation, job satisfaction, patient satisfaction, and performance. Defining physician engagement enables physicians and health care administrators to better appreciate and more accurately measure engagement and understand how to better engage physicians.

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Section: Resultsmentioning

confidence: 99%

<p>Physician engagement: a concept analysis</p>

Perreira¹,

Perrier²,

Prokopy³

et al. 2019

JHL

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“…Co-designing performance measures with clinicians, motivates, provides autonomy, makes measurement meaningful, enables local improvement, and can reinforce professionalism in ways that improve the manager-clinician relationship. [24,35,38,39,48,54–56] Physicians can be engaged through continual dialogue to align agendas for quality and safety[21,39,57] and through the design of service delivery. [3,15] Anchoring quality improvement in professional practice, and combining it with education and research, lead to positive views on further improvement initiatives.…”

Section: Resultsmentioning

confidence: 99%

“…[3,15] Anchoring quality improvement in professional practice, and combining it with education and research, lead to positive views on further improvement initiatives. [3,21,25,29,32,35,38,39,56]…”

Section: Resultsmentioning

confidence: 99%

Physicians in the management and leadership of health care: A systematic review of the conditions conducive to organizational performance

Savage

Brommels

et al. 2019

Preprint

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Introduction: The influx of management ideas into health care has triggered considerable debate about if and how managerial and medical logics can co-exist. Recent reviews suggest that clinician involvement in hospital leadership can lead to superior performance. Objective: To systematically explore the conditions instrumental for medical leadership to have an impact on organizational performance. Methods: We searched PubMed, Web of Science, and Psychinfo for peer-reviewed, empirical, English language articles and reviews published between January 1, 2006 and August 12, 2018. We performed a thematic synthesis through inductive line-by-line coding of the included studies. Results: The search yielded 1447 publications, of which 62 were included. Three major themes were identified that described a movement 1. From medical protectionism to management through medicine, 2. From command and control to participatory leadership practices, and 3. Organizational practices to support incidental versus willing leaders. Based on these themes, the authors developed a model to depict conditions that facilitate or impede the influence of medical leadership through a virtuous cycle of management through medicine or a vicious cycle of medical protectionism. Conclusions: This review helps individuals, organizations, educators, and trainers better understand how medical leadership can be both a boon and a barrier to the performance of health care organizations. In contrast to the conventional view of conflicting logics, medical leadership would benefit from a more integrative mental model of management and medicine. Nurturing medical engagement requires participatory leadership enabled through long-term investments at the individual, organizational, and system levels. These combined efforts will enable a shift to new leadership paradigms suitable to the complexity of health care, and establish conditions favorable for large-system transformation and health care reform. Key words: medical leadership; literature review; hospital performance; physician executive

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“…We hypothesize that educating and involving physicians in quality-of-care management may improve departmental organization, resource utilization, and feedback to hospital managers. Playing an active role in planning and assessing the quality of care enhances physicians' professional motivation and performance [11] .…”

Section: Introductionmentioning

confidence: 99%

“…In Spain, the Spanish Society of Quality of Healthcare and Ministry of Health use MBDS data to create quality-of-care indicators that are used to direct policy, allocate resources, or conduct economic analyzes [9,10] . Quality-of-care indicators should not just be the starting point for hospital management strategies or public policy decisions, but they should also be developed for use by the general public, specifically when making decisions regarding medical care [11] .…”

Section: Introductionmentioning

confidence: 99%

Designing a Method with Physician Participation to Assess and Improve Quality of Healthcare in Otolaryngology

Arce¹,

Cleary²,

Cenjor³

et al. 2017

Int Adv Otol

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Original Article INTRODUCTIONPrior to 2002, the Spanish National Health System assigned healthcare centers to citizens based on their place of residence. In 2002, the Patient Autonomy Act recognized a patient's right to freely choose a healthcare center, hospital, family physician, or specialist, independent of their place of residence. In addition, the Act established the patient's right to receive bona fide information about healthcare centers, hospitals, and physicians on which to base their choice [1] . Today, a considerable number of patients in Spain exercise their right to choose a hospital and physician. However, information to make an informed choice is scarce, not easily accessible, and not easy to interpret for the general public. In order to fully implement the Patient Autonomy Act, methods need to be developed that objectively evaluate the quality of care and that provide information to the public in an accessible, comprehensible way.The most common models for the quality assessment and performance management of hospitals are the European Foundation for Quality Management Model, International Standards Organization Certification, and Joint Commission Accreditation Model [2][3][4][5] . These models offer a general philosophy and ethical framework for the provision of healthcare, as well as suggestions for improving the quality of care; however, they do not provide information on the quality of care within specific medical departments. It is precisely this type of information that patients need in order to make correct informed choices regarding the best hospital or physician for their specific disease.The goal to create a set of indicators that capture information about specific medical departments within a given healthcare center could be approached by examining patient medical records. In fact, indicators exist that use data from the minimum basic data set (MBDS). The MBDS extracts data from patient medical reports and codes it according to the International Classification of Diseases Catalog. MBDS provides specific information on the demographics, diagnostics, and procedures in each hospital. Quality-of-care in- 128Designing a Method with Physician Participation to Assess and Improve Quality of Healthcare in Otolaryngology OBJECTIVE: Patient choice of healthcare centers to be treated for specific diseases is compromised by the low accessibility of understandable information. Physicians are rarely involved in healthcare quality assessment, despite their potentially valuable input. The purpose of this study was to develop a methodology for evaluating the quality of care that specifically incorporates advice from medical specialists and provides accessible information for patients in search of high-quality healthcare. MATERIALS and METHODS:A pilot Delphi study was conducted among 28 Spanish otolaryngology experts, seeking their opinion on the quality-of-care indicators and on their ability to recommend the most suitable department for the treatment of specific otolaryngologic diseases. RESULTS:The av...

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Creating a Physician-Led Quality Imperative

Cited by 8 publications

References 17 publications

<p>Physician engagement: a concept analysis</p>

<p>Physician engagement: a concept analysis</p>

Physicians in the management and leadership of health care: A systematic review of the conditions conducive to organizational performance

Designing a Method with Physician Participation to Assess and Improve Quality of Healthcare in Otolaryngology

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