physician integration and aco formation: hospital—physician alignment dos and taboos
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Physician Integration and ACO Formation: Hospital—Physician Alignment Dos and Taboos. CHEF October 20 , 2011 Presented by Tom Atchison. Aligned Objectives. Today will be valuable to me if we learn, understand, solve, create…. The Reform Imperative is that. - PowerPoint PPT PresentationTRANSCRIPT
CHEFOctober 20, 2011
Presented byTom Atchison
Physician Integration and ACO Formation:Hospital—Physician Alignment
Dos and Taboos
Aligned Objectives
• Today will be valuable to me if we learn, understand, solve, create….
The Reform Imperative is that
• Physician alignment is the critical success factor!!
Reform Summary-Change will Happen!!
1. Improve patient care as defined by the IM six metrics: care is safe, effective, patient-focused, timely, efficient and equitable;
2. Improve community health;
3. Lower cost per outcome; and
4. Move from volume (input) to outcome (quality) metrics--payments
“Build a Strong Sail Boat”
• You can never predict the direction of the wind,
• Or, the height of the Seas• But, you can control the rudder and the
sails• To reach your destination
Organizational Dynamics Executives---Physicians
Decision ProcessInfluence---------------------------------Control
Perception of TimeLong Range--------------------------------Now
Sense of SelfPart of a Team---Protection of Individual Prerogative
Locus of ControlCorporate Strategy-------------------Practice Needs
First LoyaltyTo the Corporation--------------To the Patient
Note: Physicians may have employee contracts, but will never be employees!
Think partners in care
System–Physician: MantraWhen you are interdependent, the need to cooperate is obvious. Failure to cooperate doesn’t remove the interdependence. It makes it toxic.Physician teamwork-Think Golf!!
Physician Motivational Hierarchy
1. Respect
2. Control
3. Money
TANGIBLESPersonal
IntangiblesOrganizational
Intangibles
INPUTS • Cash• People• Policy/Procedures• Strategy• Plant• Information Systems• Communications• Management
• Meaning• Caring• Giving
• Mission• Values• Vision• Inspiration
• Leadership • Recognition• Motivation
OUTPUTS • Profit• Market Share• Products• Customer Satisfaction• Growth• Productivity
• Quality
• Inner Peace of Purpose
• Joy• Pride
• Culture• Followers• Commitment• Job Satisfaction• Team Spirit• Trust
• Quality
Sources of UncertaintiesContext-------------Content
Non-Linear—Intangibles Linear--Tangibles Leadership StructureCulture StrategyTalent Tactics
Remember
BALANCE
12 Variables of Sustainable Success
ROOTS TO WINGS
Roots
Trunk
Wings
3 - Leadership4 - Culture5 - Structure
6 - Strategy7 - Talent8 - Processes
11 -Pride 12 - Joy
9 - Metrics10 - Environment
1 - Trust 2 - Respect
11 -Pride 12 - Joy
12
Remember
DEVELOPMENTAL SEQUENCE
Trust
“The greatest source of power available to a leaders is the trust that derives from faithfully serving followers.”
James O’Toole, Professor of Leadership Studies, University of Southern California
And, “Our distrust is very expensive.” Ralph Waldo Emerson
Finally, “Trust truly is the one thing that changes everything” Stephen M. R. Covey
14
Trust vs. Mistrust
With Trust Without TrustDe-centered effort Self-centered effortGood communication Filtered commHigh innovation potential Minimum behaviorMistakes viewed as learning Blame transferDynamic tension Conflict
Trust-Quick Test
Trust—Quick Test: 5=Strongly Agree to 1=Strong Disagree
1. I am approachable when others have a concern or issue.
2. I encourage honesty and open communication to flow from any direction.
3. I listen non-judgmentally regardless of whether the information is good or bad.
Trust-Test con’t
4. I behave consistently.5. I show interest and concern for others
regardless of their position or power.6. I meet frequently with those individuals most
critical to the achievement of our Mission.7. I make hard decisions about ineffective
people, processes and programs.
Trust-Test, con’t
8. I show genuine regard for others’ knowledge, contributions and experience.
9. I keep my promises.10. I explain decisions non defensively.
Mean score:___
Building Trust
1. Identify the “Stars” and “Skeptics”; (see next slide)
2. Schedule, at least, 60 minutes per day to listen to them;
3. Employ “Active Listening” techniques;4. Target 1 to 3 barriers/goals;5. Execute—give feedback.
Time Spent in Each Cell3
CynicsWho is a low performer, feels undervalued and always complains?
2
SKEPTICSWho is very hard-working,
creative, critical and annoying?
4
SLUGSWho is a low performer, but
reluctantly does just enough to stay?
1 STARSWho currently behaves the
way you wished everyone behaved?
Contribution to Performance
Noi
se L
evel
N/600
Stabilizers
Input context #2: Respect
Respect vs. DisrespectAcceptance of diversity Pre-emptive behaviorSPINS rewards SchadenfreundeStrong ego Big egoServant leader Titled executiveAuthentic Counterfeit
Respect-Quick Test
1. I am known for showing gratitude to my peers and staff.
2. I schedule time each day to find individuals who behave the way we wish everyone behaved.
3. My associates know the specific behaviors that are most desireable.
Respect-Test, con’t
4. Our orientation process stresses the importance of caring for others.
5. I treat others the way I wish to be treated.6. I am perceived as fair.7. Behaviors that are inconsistent with our
corporate culture are dealt with immediately.
Respect-Test, con’t
8. Behaviors that reflect our culture are rewarded frequently.
9. Our recognition practices are enjoyed by all.10. We have training programs in “Mouth
Management.”
Mean score:___
Building Respect
1. Complete a Trait Analysis of your high performers.
2. Isolate critical behaviors.3. Use these behaviors in employment ads, web
site, recruitment, rewards, etc.4. Use “SPINS” often.5. Use both internal and external reward
methods.
CHANGECHANGE
Change Quotes“Change before you have to.”“If the environment changes faster than you do, you will be out of business”
-J. Welch
“Manage change or react to change.”-T. Atchison
“All organizations are perfectly aligned to get the results they are getting.”-D. Berwick, MD
“If you change nothing—nothing changes.”-T. Atchison
“Hope is not an effective strategy for change.”-T. Atchison
“Remember, the stone age didn’t end because they ran out of stones.”-Rick
“We cannot solve today’s problems working from mindsets that created them.”-paraphrase from Albert Einstein
The Easy to Hard Continuum
I want, I understand I control
I don’t want, I don’t understand
andI don’t control
Midpoint
Dynamics of Change
The Anxiety/Behavior Continuum
Happy -individualsresist change
Angry -individuals
resist change
Window of Opportunityfor Change
Dynamics of Change
“Contrary to popular belief, happiness doesn’t result from relaxation or
completely stress-free living, but from meeting challenges with intense
activity and interest.”
-Mihaly Csikszentmihalyi
Critical fact in understanding how to increase physician
alignment/engagement
REMEMBER1. Each person is correct from their point of
view;2. Collect all points of view;3. Find points of greatest agreement; and4. Focus of the future.*
*You can’t un-ring a bell!!
Physician Motivational Hierarchy
1. Respect
2. Control
3. Money
Frustration Dynamic
• Frustration always leads to
• Aggression, which, if not confronted, always
• Leads to Apathy
Vision
Think Small
Move Fast
Evaluate
Celebrate
Managed Change
Suggestion: Physician Lead Discussion1. What is currently good and needs to continue to strengthen engagement?
“Sacred cows”2. What is good but could be made better
easily? “Low fruit”3. What doesn’t exist, but would help
greatly? “Mid-range”4. What exist but needs to be removed?
“Toxins”
Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
Tom AtchisonSuggested Readings
American College of Healthcare Executives
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• Jim Collins, Good to Great• Jim Collins, How the Mighty Fall• Steve Covey, Jr., The Speed of Trust• James C. Hunter, The Servant• James T. Philips, Lincoln on Leadership• Michael H. Hoppe, Active Listening• Carson Dye and Andrew Garman, Exceptional
Leadership: Sixteen Critical Competencies• Joe Bujak, MD, Inside the Physician’s Mind• Henry Mintzberg, The Rise and Fall of Strategic
Planning• Patrick Lencioni, The Four Obsessions of an
Extraordinary Executive• Tom Atchison, Leadership’s Deeper Dimensions