TFME 2013 Organizational Professionalism Conference

1. WHY DO WE NEED AWHY DO WE NEED A
NEW VISION FORNEW VISION FOR
HEALTHCAREHEALTHCARE
ORGANIZATIONSORGANIZATIONS
Walter McDonald MDWalter McDonald MD
Emeritus CEOEmeritus CEO
American College of PhysiciansAmerican College of Physicians

2. TOPICS FOR DISCUSSIONTOPICS FOR DISCUSSION
• HOW DO NON- PROFIT ORGANIZATIONSHOW DO NON- PROFIT ORGANIZATIONS
AFFECT PHYICIAN PROFESSIONALAFFECT PHYICIAN PROFESSIONAL
BEHAVIORS?BEHAVIORS?
• WHY IS A NEW VISION CRITICAL NOW?WHY IS A NEW VISION CRITICAL NOW?
• WHAT ARE THE PROPOSEDWHAT ARE THE PROPOSED
ORGANIZATIONAL PROFESSIONALORGANIZATIONAL PROFESSIONAL
COMPETENCIES AND BEHAIORS?COMPETENCIES AND BEHAIORS?

3. EXAMPLES OFEXAMPLES OF
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
AFFECTING PHYSICIANS’AFFECTING PHYSICIANS’
PROFESSIONAL BEHAVIORPROFESSIONAL BEHAVIOR
 1. Whom Do Physicians Work For?1. Whom Do Physicians Work For?
 2. Accretive Health2. Accretive Health
 3. Institutional Conflict of Interest3. Institutional Conflict of Interest
 4. Charity Care4. Charity Care
 5. ICU Beds5. ICU Beds
 6. Teamwork6. Teamwork
 7. Tyranny Of The 15 Minute Visit7. Tyranny Of The 15 Minute Visit
 8. Value8. Value
 9. Value-Based Purchasing and Readmission9. Value-Based Purchasing and Readmission
 10. Effect of Insurance10. Effect of Insurance

4. WHY NOW?WHY NOW?
 IOM REPORT-BEST CARE AT LOWERIOM REPORT-BEST CARE AT LOWER
COSTCOST
750 BILLION750 BILLION
 CHANGING FACE OF HEALTH CARECHANGING FACE OF HEALTH CARE
ACOs AND CCOsACOs AND CCOs

5. VALUES TO BEHAVIORSVALUES TO BEHAVIORS
VALUES COMPETENCIESVALUES COMPETENCIES
BEHAVIORS

6. BENEFICENCEBENEFICENCE
 COMPETENCYCOMPETENCY
Service (to patient, employee and community)Service (to patient, employee and community)
 BEHAVIORSBEHAVIORS
Promotes population healthPromotes population health
Reduces harmReduces harm
Promotes well-beingPromotes well-being
Aspires to improve the organization and theAspires to improve the organization and the
professionprofession

7. DIGNITYDIGNITY
 COMPETENCYCOMPETENCY
Respect (for patient self and employees)Respect (for patient self and employees)
 BEHAVIORSBEHAVIORS
Regular assessment of patient and employeeRegular assessment of patient and employee
experiencesexperiences
Provides access to careProvides access to care
Supports teamworkSupports teamwork
Promotes cultural sensitivityPromotes cultural sensitivity
Rewards achievementRewards achievement

8. JUSTICEJUSTICE
 COMPETENCYCOMPETENCY
FairnessFairness
 BEHAVIORSBEHAVIORS
Practices ethical stewardship of resourcesPractices ethical stewardship of resources
Incorporates voice of the communityIncorporates voice of the community
Advocates equitable payment policyAdvocates equitable payment policy
Reduces disparitiesReduces disparities

9. HONESTYHONESTY
 COMPETENCYCOMPETENCY
IntegrityIntegrity
AccountabilityAccountability
 BEHAVIORSBEHAVIORS
Practices transparencyPractices transparency
Discloses meaningful performanceDiscloses meaningful performance
informationinformation
Eliminates conflict of interestEliminates conflict of interest

10. SELF-DISCIPLINESELF-DISCIPLINE
 COMPETENCYCOMPETENCY
MindfulnessMindfulness
Self-disciplineSelf-discipline
 BEHAVIORSBEHAVIORS
Engages in self-reflectionEngages in self-reflection
Closes the gap between current performance and theCloses the gap between current performance and the idealideal
Utilizes supportive structures (ethics and QIUtilizes supportive structures (ethics and QI
Committees)Committees)

11. LEADERSHIP ROLELEADERSHIP ROLE
 Systematic integration into all operationsSystematic integration into all operations
 Ask questionsAsk questions
Are we working together?Are we working together?
Are we aligning actions with professionalAre we aligning actions with professional
values?values?
 Live itLive it
 Adapting the professionalism principles toAdapting the professionalism principles to
the culture is a core task of leadershipthe culture is a core task of leadership