The hospital CEO: meeting the conflicting demands of the board and physicians.
This article examines the relationship between the hospital CEO and the governing board and physicians in Canada. Conflicts that result from the interaction of the three groups are identified. A CEO requires technical, human, and conceptual skills to manage conflict effectively but can be successful with minimal technical or human skills by relying on subordinates for these skills. This article argues that survival of health care organizations in the 1990s will depend on CEOs with strong conceptual skills. Although some believe conceptual skills are innate, it may be possible to learn such skills through coaching or mentoring.
Brooks
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ATi Consulting Corporation, Inc., Dartmouth, Nova Scotia, Canada.
D002170:Canada; D016265:Conflict of Interest; D006075:Governing Board; D006740:Hospital Administrators / Q000592:standards*; D018578:Hospital-Physician Relations; D006801:Humans; D007400:Interprofessional Relations; D015279:Organizational Culture