hospital impact

This is a "Pandora Box," I am happy to see emerge.

From a patient perspective without question.


With my health care clinical management hat on, I am concerned people who make errors will not be managed with ethical and cooperative leadership.

In hospitals today there is no performance dialogue about realistic ways to counter act staffing shortage and the 24/7 nature of hospital culture.

Mistakes occur out of neglect and bad performance and in my 10 years of clinical management, I watched too many mistakes occur out of poor leadership and performance management practices.

As a person that authored one of the first high performance management forums and pay for performance systems in HMO clinical management, performance is something that is an art.

I got into clinical unit management when I went before the physician directors at the Harvard Plan and said on what basis are you managing or establishing a 18 patient utilization standard for a 4 hour session.

This opened a dialogue regarding patient access and I led into innovation a system of conversation with nurses, doctors and administrative staff on how to manage a patient panel through team work and setting practice standards for quality care and team and individual performance.

It is what they call a "triple bottom line approach," in today's sustainability financial management science.

Thanks to the Bard Group after a change in management, the medical group resumed organization of these practices again and the insurance mechanisms for Harvard's clinical practice were separated from the insurance arm now managed by Charles Baker.

You can't tend to conversations re: quality practice and high performance in service delivery mixed in with financial management practices of a larger bottom line in my humble opinion.

I applaud this decision in Massachusetts, my former home state. However like any decision we have a lot to learn about how it will be managed.