1. PHYSICIANS & ADMINSTRATOR COMMUNICATION,
NORTHSHORE EVANSTON HOSPITAL
Group 10, Madeline O’Mara, Abby Dorolek, Kristina Costello, Prutha Thakkar, Kiera Martin
THE PROBLEM
MISSION AND VISION
GOALS & OBJECTIVES
THE PLAN THE BUDGET
RESEARCH DESIGN
REFERENCES
Mission: Enhancing communication
between clinicians and administrators
Vision: A collaborative environment to
provide optimal healthcare
GOAL: Increase attendance at Medical Board
meetings of the ten dyad leaders by 50% in 3
years.
OBJECTIVE: Expand the flexibility of hours for
the meetings for dyad leaders by 30 minutes within
the first 6 months of the plan being implemented.
OBJECTIVE: Increase the number of assistant
medical directors available to each member of the
Medical Board by 3 alternate representatives within
the first 6 months.
Bader & Associates. (2011, February 1). Physicians on Hospital Boards: Time for New
Approaches. Retrieved October 13, 2016, from http://www.greatboards.org/newsletter/2011/GreatBoards-
reprint-2011-Physicians-on-Hospital-Boards.pdf
Trandel, E. (2015, March 26). Advocating for Dyad Leadership at Your Organization? Retrieved
October 20, 2016, from www.advisory.com
O1: PRETEST- test to see how physicians and administrators view their
current level of communication
X: OUR PLAN- implementation of our plan
O2: POSTTEST- assess how our plan affected communication
CMO
Oncology
Dyad
Assistant
Medical
Director
Cardiology
Dyad
Assistant
Medical
Director
Neurology
Dyad
Assistant
Medical
Director
Family
Services
Dyad
Assistant
Medical
Director
Orthopedics
Dyad
Assistant
Medical
Director
C-Suite
STEP 1: Implement a Dyad Leadership Structure
v Create a leadership structure consisting of a physician partner and
an administrative partner
v Work together to solve issues in their specialty departments
v The physician partner has an Assistant Medical Director title and
they report to their specific Medical Director
STEP 2: Create a Medical Board
v The Medical Board consists of Medical Directors and their dyad
administrator partner
v The Medical Directors are physician leaders from the five biggest
departments: Family Medicine, Oncology, Cardiology, Neurology,
and Orthopedics
v The board meets at minimum once a month and more if they deem
it necessary
v After meetings, they report to the new CMO, who then reports to
the C-Suite
STEP 3: Partner with Informatics Department
v One informatics representative would be partnered with each of the
five dyads
v Additional resource for the dyad to ask questions about current
issues and sift through Big Data
STEP 4: Establish a System of Employee Recognition
v Administer a pretest assessing how employees currently feel about
their communication with other staff
v Create an online wall to post positive comments about coworkers
v Recognize an employee of the week with a photo on the wall and
free lunch
There is a communication disconnect between
physicians and administrators.
“The symbolic value of medical staff representation on the
governing body cannot be overestimated. It shows the board’s
willingness to listen and be responsive to physicians” (Bader &
Associates)
Disconnect leads to lower quality of patient care
and decreased employee satisfaction
Lack of empathy from administrators to physicians
when making decisions
Physicians feel underrepresented with
administrative decisions
O1 X O2
O1 X O2
Physicians:
Administrators: