Week 7 Diss part 2 DDHA 8600
Hi Tiffany,
Physicians drive a high proportion of costs in health care. Without their
engagement, managing costs is difficult. There is often tension between administrative
groups who are hired to manage health care costs effectively and physicians who wish to
provide effective treatment. Sometimes, patient care suffers as a result of poor engagement.
To understand whether the primary function of the health care system is well supported,
leadership must ask whether the system supports the competent clinician, as well as
whether the competent clinician supports the system. Positive answers to both questions are
only part of the solution; administrative engagement is equally important, or
disillusionment and disengagement ensues.
Reference
Milliken, D. (2014). Physician engagement: a necessary but reciprocal process. Canadian
Medical Association Journal, 186(4), 244-245
https://doi.org/https://doi.org/10.1503/cmaj.131178
Hi XX,
Physician engagement can be conceptualized as an ongoing two-way social process
in which both the individual and organizational/cultural components are considered.
Building on several frameworks and examples, we propose a new integrative framework
for enhancing physician engagement in health care organizations. We suggest that in order
to enhance physician engagement, organizations should focus on the following strategies:
developing clear and efficient communication channels with physicians; building trust,
understanding, and respect with physicians; and identifying and developing physician
leaders (Lindgren et al., 2012).
Reference
Lindgren, A., Baathe, F., & Dellve, L. (2012). Why risk professional fulfilment: a grounded
theory of physician engagement in healthcare development. The International
Journal Of Health Planning And Management, 28(2), e138-e157
https://doi.org/10.1002/hpm.2142
Hi XXX,
Experiencing professional fulfilment from participation in healthcare development
is crucial for sustainable physician engagement in such activities. Reinforcing
organizational preconditions that facilitated physician engagement in healthcare
development were workplace continuity, effective strategies and procedures, role clarity
regarding participation in development and opportunities to gain knowledge about
organization and development. Two opposite role-taking tendencies emerged: upholding a
traditional doctor role with high autonomy in relation to organization and management,
clinical work serving as the main source of fulfilment, or approaching a more complete
'employeeship' role in which organizational engagement also provides a sense of fulfilment
(Kaissi, 2014).
Reference
Kaissi, A. (2014). Enhancing Physician Engagement: An International
Perspective. International Journal Of Health Services, 44(3), 567-592
https://doi.org/10.2190/hs.44.3.h