The article, "Engaging physicians: From 'herding cats' to proactive alliance," reviews a physician management from the administrative perspective and encourages healthcare executives to “engage and partner” with physicians rather than attempting to manage them.
This is certainly a shift in the right direction. There is also discussion related to building a better physician leadership structure. This is also a necessary step if a healthcare organization is going to build a highly effective healthcare team. Making progress in these areas will likely raise a couple of questions. Should physicians be treated “special”? Is there strategic alignment between the organization and it’s physicians? What responsibilities do the physicians have in this transformation?
The animal analogies used in the article are likely appropriate for many executive teams and physicians but that is part of the problem. Essentially, the discussion goes down the path of “What sort of pet do the masters want to have?” If the vision of the organization is master vs. pet, it will be very difficult to make progress regardless of the species of pet available. I realize that the “herding cats” phrase is common but it also contains some preconceptions that are counterproductive to building an effective healthcare team.
I suspect that the organizations struggling with their physicians are struggling elsewhere when it comes to leadership. Shifting to a servant leadership model may be helpful. The leaders in question need change the discussion to “What can the organization do to help you care for our community better?” This approach should apply to physicians and non-physicians. In this regard, physicians should not be treated special. The most salient difference is that physicians are uniquely positioned to cause pain when leadership deviates from this philosophy. They are highly educated, in demand elsewhere and well respected in the community. That does not mean that the organization would not benefit from a broader reevaluation of culture.
If the organization is struggling with its physicians, it is possible that either the physicians do not understand the direction of the organization or they understand the direction but do not agree with it. Either case requires a step or two back. Was the strategy determined first and physician engagement attempted second? If this is the case, it is unlikely that the physicians will understand, agree with or support the direction. In other words, the collaboration needs to exist from the strategic level down to the operational level. When physician collaboration only begins as the plan becomes “operationalized” there will be challenges.
Physicians view themselves as front line healthcare providers and as organizational leaders. However, team decision-making and organizational collaboration require a fundamental change in the way physicians think and is very different from the way most were educated. The article mentions grooming physician leaders but the process is more challenging than it may seem. Not only will physicians need to grow in their understanding of leadership but they also need to understand that this does not come without responsibility and accountability. This transition is unlikely to occur to a significant extent without a well thought out development strategy.
The article is very good and addresses many issues that executive teams and physicians face in healthcare. To succeed, both executive leaders and physicians alike will need to reconsider their definitions of leadership and their role in the organization. The first step may be for both groups to better recognize and challenge their current assumptions. Only then will it be possible to build a better system. Put another way….The pets need to grow into members of the family.
Frederick R. Simpson, M.D., M.H.A.
Chief Medical Officer
Wilson Health
The views, opinions and positions expressed within these guest posts are those of the author alone and do not represent those of Becker's Hospital Review/Becker's Healthcare. The accuracy, completeness and validity of any statements made within this article are not guaranteed. We accept no liability for any errors, omissions or representations. The copyright of this content belongs to the author and any liability with regards to infringement of intellectual property rights remains with them.