As the government makes it easier for hospital employees to report fraud and quality issues, and as social media gives disgruntled employees an outlet to air dirty laundry, hospitals must work employees to make them feel comfortable addressing concerns internally, Hospitals & Health Networks reported.
Has the healthcare industry gone too far in cracking down on disruptive behavior? Is it okay for doctors to be rude, dismissive and act like jerks if they have superior surgical skills? Those are the questions raised this week in an article that explored whether the patient satisfaction movement has gone too far and perhaps, in some cases, disruptive physicians aren't so bad.
In addressing the Senate Committee on Veterans' Affairs earlier on Tuesday, former Procter & Gamble CEO Robert McDonald, President Barack Obama's nominee to head the U.S. Department of Veterans Affairs, talked about several IT initiatives he views as vital to turning the agency around.
Rush University Medical Center hopes to expand its program to help returning veterans attain skills in health IT and help other healthcare organizations replicate it.
Has the patient satisfaction movement gone too far? Maybe so, according to Becker's Hospital Review, which calls into question the zerio tolerance approach to disruptive doctors, who may actually be better physicians than their counterparts with good bedside manners.
As shifts in healthcare bring a more intent focus on team-based care and coordination, hospitals can boost physician engagement using a framework inspired by the "father of modern sociology," Max Weber, according to an article in Harvard Business Review.
Staffing in health IT departments is an ongoing issue for professionals in the industry, and this problem has chief information officers looking for ways to attract and retain the right workers.
The recent surge in healthcare jobs favors positions requiring less education, providing a potential pathway for lower-paid workers, according to a new report from the Brookings Institution.
There are a few things almost all CEOs really, really hate, according to Forbes contributor Stephen J. Meyer, CEO of the Rapid Learning Institute. To prove it, he conducted a su rvey of executives and share the results in his latest opinion piece, hoping to enlighten colleagues and employees about behaviors that drive their leaders crazy.
Sensor-based measurement holds the potential to shed light on ways to improve teamwork in healthcare, but a range of issues have to be worked out, according to a literature review published at JAMIA.