Academic journal article Frontiers of Health Services Management

The Commentaries: A Summary

Academic journal article Frontiers of Health Services Management

The Commentaries: A Summary

Article excerpt

THE LEAD ARTICLES by Bujak and Howard paint a picture that is simultaneously disturbing and uplifting. There can be no question that hospital-physician relationships are at a critical juncture. While there are individual organizational settings where relationships are good and even thriving, in too many instances, we read about or know of clinical staffs that are at odds with management for any number of reasons that seem perfectly reasonable to each of the parties. In an attempt to further understand this relationship, we turn to three tremendously skilled and insightful commentators.

The first commentary is written by Nancy W. Dickey, M.D., president and vice chancellor for health affairs at the Texas A&M University System Health Science Center in College Station, Texas, and past president of the American Medical Association (AMA). Dickey observes that both Bujak and Howard are partially right in their observations and conclusions. However, she is quick to point out that there are a number of clear examples where partnerships between hospitals and physicians have been successful, and as a result, patients have directly benefited. Dickey points to Triad Hospitals and their physician leadership group and the Organized Medical Staff Section of the AMA as examples of outstanding physician-hospital collaborations.

The second commentary is written by Larry A. Mullins, D.H.A., president and CEO of Samaritan Health Services in Corvallis, Oregon. Mullins correctly notes that trust and relationships are absolutely critical to the successful operation of healthcare environments and that it is incumbent on hospital executives to build trusting and sustainable relationships with physicians. …

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