The rules of engagement: physician engagement strategies in intergroup contexts

Abstract

This study illuminates and explains variation in the way different organisations engage physicians, and offers a theoretical basis for selecting engagement strategies.

Interpretations of Integration in Early Accountable Care Organizations

“…This article focuses on the way participants understood integration and the ACO. Findings on each site's intergroup landscape and preferred social identity–management strategies are only summarized here but are presented fully in a companion article (Kreindler et al 2012b). We would note, however, that each organization applied its strategies not only to generate buy‐in for the ACO per se but also to engage providers in interventions to improve quality and reduce costs.…”

“…Findings underscore the need for ACO developers to consider the social, tailoring their implementation strategies to the existing degree of intergroup closeness (see Kreindler et al 2012b). Policymakers should continue to encourage ACO formation within nonintegrated systems in particular, ensuring that the current focus on “readiness” does not dissuade the very types of organizations for which the model was designed.…”

“…Physicians were understood to identify strongly as physicians and less strongly, if at all, with Monarch. Two primary engagement strategies were in evidence (for details, see Kreindler et al 2012b). First, managers strove tirelessly to “build that relationship” through outreach, two‐way communication, and helpfulness.…”

“…Although employed and IPA physicians accounted for roughly equal proportions of patient contacts, HCP was clearly a group model first (for details, see Kreindler et al 2012b). Managers described employed physicians as both highly identified (“wearing HealthCare Partners uniforms”) and “compliant,” whereas IPA physicians’ lower identification with HCP was treated as a fact of life (“they’re IPAs for a reason”).…”

As dimensões culturais de Hofstede e a Política Nacional de Humanização do Sistema Único de Saúde: estudo de caso em um hospital universitário

“…identificaram que a alta distância ao poder é evidente nos ambientes hospitalares e que os prestadores de serviços de saúde são agentes poderosos. ParaKreindler et al (2014), os médicos são, indiscutivelmente, os agentes mais poderosos do sistema de saúde. Além disso, esses profissionais têm sido vistos, frequentemente, como relutantes em participarem de equipes multidisciplinares(WELLER et al, 2010).…”