Hold or fold?
This article examines some of the problems of the health care organizations we serve and that support us. While external problems can besiege an organization, the fundamental building block for success is to develop physician buy-in and a well-functioning team. The author describes how his IPA failed because the physicians in his organization didn't bond sufficiently, and for a sustained period, to carry out business operations. What are the warning signals that might help you decide whether to stay or move on? An IPA must have: (1) A clearly articulated vision of what success will look like, one that is accepted by its members; (2) effective leadership; (3) clear evidence of adaptability and flexibility; (4) financial stability; and (5) good data available to physicians. There can be other evidence of trouble you need to watch for. In some areas, hospitals and health plans are hostile to physician initiatives. Don't rely on politically motivated decisions--they are too easily changed. If you plan to be a leader for your physician organization, focus on creating or revising the internal architecture of the group.
DeShazo
C V
CV
cdeshazo@email.msn.com
D004651:Employment; D005376:Financial Management; D007193:Independent Practice Associations / Q000191:economics / Q000458:organization & administration*; D007857:Leadership; D009937:Organizational Objectives; D010558:Personnel Loyalty; D008486:Physician Executives; D014481:United States