Chapter 2 deals with the topic of power shifts occurring across the industry and their impact on the physician culture and leadership. In chapter three leadership theory and its practical application in today’s environment is articulated in order to develop an understanding of the implications of these theories for physician leaders within shifting organizational structures and various industry clusters (e.g., academic medicine, private practice, corporate medicine, managed care, research, and government agencies). A conceptual model is introduced for consideration of the implications for leadership in a population health management focused health care system that is the emerging strategy for a value-based delivery system.
It is crucial to understand the barriers, both clinical and administrative, that physicians face on a daily basis in their careers, many of which are overlapping. Chapter 4 will address these barriers in detail as we provide examples of technical, financial and regulatory, systemic, and especially the psychosocial barriers and factors that impede progress and impact organizational effectiveness of collaborative physician and clinician efforts throughout the U.S. health care system. The remaining chapters will address facets of medical education, technological advancement, medical professionalism, and, in the final chapter, a conceptual path to leadership for physicians.
At the end of several chapters we provide a set of summary insights for reflective thinking. Physicians in leadership or working toward leadership positions in their careers are engaged in myriad clinical and strategic business issues. Our summaries focus on two principal areas based on material covered in each chapter: leadership implications in today’s environment and health policy considerations. We believe that physician leadership is critical to setting appropriate direction in the creation and implementation of health care policy. Through advocacy, participation in government, and community outreach efforts, physicians will all play an active role in shaping the future. Our objective will be to draw attention to pertinent policy issues and their potential impact upon physicians and patients. We will survey the economic, social, political, and health-centric landscape to create a platform to address stakeholder concerns and provide options for action (Figure 2).
This model, modified from the work of Teitelbaum and Wilensky, does not include problem statement development, and, for illustration purposes, one can assume that both development and analysis of options are collectively considered within the “Options for Action” section.
MD 2.0: Physician Leadership for the Information Age is about a transformative journey for contemporary physicians that will strengthen the ability to lead. For today’s physician leaders and for those who are aspiring to become future physician leaders, it is a journey that must be embraced and recognized as critical if we are to succeed in advancing the quality of care delivered to our patients.
If the virtue of medicine could be enforced by the benevolence of the prescriber, how soon I should be well.
Samuel Johnson, 1784
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