ITEMS IN FPM ON TOPIC:
Management of physicians
Using an evaluation form and face-to-face meetings can help get both sides of the team talking and solving problems.
The authors describe the challenge that physician leaders face in leading a workforce of four generational age-groups that each grew up in different socio-economic and political eras. The article suggests that to effectively lead, physician leaders must understand the differences between the generations and how best to attract, retain, and motivate individuals from each generation.
Drawing on their experience with a project designed to improve diabetes care in 40 small clinics, the authors emphasize the value and explain the principles of "inclusive leadership" -- the leadership style that involves encouraging all members of the group to speak up, especially those in the group that would not usually have their voices heard, and using this whole-group input as the basis for leadership.
The author examines issues of impairment among physicians and describes how to confront the problem with a colleague and how best to reintegrate the physician into the practice following treatment.
It takes the right people to do the right stuff.
The author describes the most effective ways practices can recruit and retain the physicians who match up best with their office.
The article explains how the relationships among physicians and staff can greatly affect efficiency and quality of care within a practice. It also offers strategies for enhancing these work relationships.
The article explains the strengths new graduates can bring to a medical practice and the areas in which they will need coaching from their more experienced MD colleagues.
This article describes how one physician improved his practice's new-physician orientation and integration process to increase physician loyalty and decrease turnover.
The article, third in a three-part series, will teach physicians how they can "hold the gains" after implementing a quality-improvement effort.