Quality healthcare leadership is needed now more than ever. What are healthcare leaders and teams doing to generate high performance, synergy, and camaraderie in a time of change?
Physicians must hone the “four Cs” — critical thinking, communication, collaboration, and creativity — when leveraging AI as a new partner in their care teams.
The NEJM Catalyst Insights Council discusses strategies for clinical engagement.
Clinician engagement is vital for improving clinical quality and patient satisfaction, as well as the job satisfaction of clinicians themselves. Yet nearly half of health care organizations are not very effective or not at all effective at clinician engagement.
Health care leaders must take a preemptive approach to clinician well-being that is supported by all stakeholders and prioritized on an equal footing with essential clinical and financial measures.
When moving health care providers forward in the world of value-based care and population health, everything must start with asking why.
Geisinger Commonwealth School of Medicine subsidizes medical students’ education in exchange for their willingness to practice at Geisinger Health System.
The Health Director for Contra Costa County recounts her journey from nurse during the AIDS epidemic to hospital CEO and addresses the need for moral recovery from burnout to return people back to the purpose of medicine.
NEJM Catalyst Insights Council members feel that culture change at their organizations is heading in the right direction, but differ on who it should come from, and reveal too much balance between emphasis on bottom line and emphasis on patient care.
Although three-quarters of Insights Council survey respondents say culture change is a high or moderate priority at their organizations, survey results show a lot of work on organizational culture remains to be done.
Adoption of a clear rhythm-of-performance measurement and communication via huddles and visual management can affect a culture of staff engagement and continuous value improvement.
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