AL

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Mismatch in resources and openness
AL
Posted on April 9, 2019 at 9:35 am
Our hospital is a university hospital where the amount of positions is limited by the board of hospital. Once there is need for extra staff, even though there is money available, extra positions are simply not given. This creates a [...]

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On April 30, 2019, AL commented on High employee turnover at reception level in a clinical analysis lab in a developing country :

This is a quite common problem. The key is usually to make the reception level understand that they are an important part of the hospital just like nurses and physicians. This should be openly stated by the leadership. Reception level should have access to most of same general education in hospital (for example IT, person-to-person interaction, languages) than others, and the groups should be mixed. This way their status would increase and they would not be willing to move to antoher employer so much

On April 30, 2019, AL commented on How to define a growth strategy when all drivers are fixed ? :

This sounds familiar, restrictions on financial side.

Inside the restrictions the only way forward is concentrating on internal issues.

I would embrace new technology, especially mobile health. If you do not have Lean method, take it to you – it is cost-efficient. Choose 3-4 main areas of expertise in your hospital (make an internal competition) and give them some extra resources for these 5 years, with a promise of a second competion coming at the end of the 5 years.

On April 30, 2019, AL commented on Data as Currency: AI. Development of a Data Science Institute in an Institution NOT connected to an academic university :

“Challenges include ethical issues such as patient confidentiality and legal issues.

Who owns the data?”

This really is a legal issue, different from country to country. In UK and USA you only know after supreme court decisions, in most of other Europe there is mostly legislation but not in every country. So I would lobby politicians in this case.

“How do you develop and maintain trust with patients and referrers?”

Openness is the key. Know what you are doing, explain plainly and completely transparently. Explain a second time, a third time, etcetera. The acceptance grows slowly, but it does grow.

“How does academics and industry work together?”

In AI or other new technologies there is usually same goal, better care. It makes collaboration meaningful. You only have to have solid contracts.

On April 30, 2019, AL commented on Silo Mentality- Difficult to Work With, Difficult to Remove :

You can break silos only by changing the structure of the organisation. That would make a drift for silos to disappear.

However, especially physicians are specialty-based and naturally have silo mentality from their upbringing.

This is a difficult job, but it can be done. You have to have the hospital leadership with you. Everything should be openly patient-oriented, which shows that silos are enemies of good care.

User deleted this comment on April 30, 2019
On April 30, 2019, AL commented on Data as Currency: AI. Development of a Data Science Institute in an Institution NOT connected to an academic university :

“Challenges include ethical issues such as patient confidentiality and legal issues.

Who owns the data?”

This really is a legal issue, different from country to country. In UK and USA you only know after supreme court decisions, in most of other Europe there is mostly legislation but not in every country. So I would lobby politicians in this case to make the data to be owned wholly by the hospital.

“How do you develop and maintain trust with patients and referrers?”

Openness is the key. Know what you are doing, explain plainly and completely transparently. Explain a second time, a third time, etcetera. The acceptance grows slowly, but it does grow.

“How does academics and industry work together?”

In AI or other new technologies there is usually same goal, better care. It makes collaboration meaningful. You only ahve to have good contracts.

User deleted this comment on April 30, 2019
On April 30, 2019, AL commented on Silo Mentality- Difficult to Work With, Difficult to Remove :

You can break silos only By changing the structure of the organisation. That would make a drift for silos to disappear.

However, especially physicians are specialty-based and naturally have silo mentality from their upbringing. They call it physician autonomy, or even academic freedom, some.

This is a difficult job, but it can be done. You have to have the hospital leadership with you. A good strategy is to have everything openly patient-oriented, which makes silos enemies of strategy.

Even though this is not a light subject, it is possible to use specialty-oriented (“silo”) need as a bait when you want something you want to be done. Just give a littel in, after you have broken the silos. It is quite efficient, as the specialty mindset is there for whole career in practising physicians.

On April 30, 2019, AL commented on The challenge of achieving a desired outcome without micromanaging :

This is a difficult step, but necessary. Delegating power eventually, often immediately, increases accountability. You should just take the step and see how it develops, it is usually to good direction.

You will actually get feedback soon from the ones who do not want more responsibility, so it does not go hidden. They will tell about their clinical and other workload first. They are the resisters, but most of them get thir act together after their first shock of having leader responsibility. Such persons sometimes become even converts, want more leadership work.