Article

Turning doctors into leaders

Partners HealthCare System, Boston, USA.
Harvard business review (Impact Factor: 1.27). 04/2010; 88(4):50-8.
Source: PubMed
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    • "The reason for this was because she pointed out that various physicians were giving conflicting information and she wanted to be sure they actually communicated with each other. According to Lee (2011) this is exactly why a new kind of leader is desperately needed (one that insists on EBML, can organize doctors, improve certain processes and most of all get rid of all the dysfunction that takes place). Gawande (2009) has spent years in his determination to fix healthcare. "
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    • "Prior work shows that communication mistakes in hospitals happen most often at boundaries (Tucker, 2004; Gittell, 2002; Argote, 1982). Because boundaries grow exponentially as more subspecialists with deep knowledge in narrow areas become involved in delivering care (Lee, 2010), IT that codifies knowledge and processes and facilitates coordination should increase efficiency (Davidson and Chismar, 2007; Gattiker and Goodhue, 2004). Although previous work has shown that routines can be a double-edged sword by creating rigidities (Holweg and Pil, 2008; Leonard-Barton, 1992), CPOE promotes routines through suggestions and warnings, but allows physicians to make all final decisions, thus allowing for breaking routines where appropriate (Davidson and Chismar, 2007). "
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