title: Organizational synergy in medical groups.
abstract: True synergy, as an organizational design, is uncommon in medical groups. This article addresses the experiences of a medical group that practiced an extreme form of synergy--the total equality of its physicians--since its inception almost 30 years ago. Synergy is the close coordination of the efforts and resources of individuals working together so that the performance of the whole is greater than the sum of the parts. Why use synergy in organizational design? By flattening the hierarchical levels, synergy addresses key issues of power (control, resource allocation, planning) and money (salary, bonuses, benefits), treating all physicians as equal partners. It also ensures access to the highest-quality candidates because the lure of equality, ownership, and permanence is so powerful. Synergy in medical groups works best where there is: A clearly stated mission and vision statement, as well as specific goals and objectives; careful selection of associates; a small group of between seven and nine members; a short-term duration of ten years or less; and a certain simplicity, whereby the group avoids risk-prone ventures or projects that distract it from its original mission and vision.
authors.affiliation: PathQuest@aol.com
authors.forename: B A
authors.initials: BA
authors.lastname: Dahl
mesh_terms: D003299:Cooperative Behavior; D017598:Efficiency, Organizational; D006075:Governing Board; D006123:Group Practice / Q000458:organization & administration*; D007857:Leadership; D015279:Organizational Culture