PYA has released a new white paper that challenges traditional medical staff structures that contribute to the development of wedges between hospital leaders and physicians and offers guidance for creating “a culture of collaboration” between the two.
Consider it relationship therapy for the healthcare industry. PYA’s new white paper, “Medical Staff 2.0: Revolutionizing the Hospital-Physician Relationship,” examines the evolution of the perplexing legal and cultural elements which have impaired the hospital/medical staff relationship and provides solutions designed to harmonize that relationship.
The paper emphasizes the need for hospitals and physicians to work together, particularly as payment and delivery systems undergo major transformations. It also provides insights into how the dynamic between the two can be restructured into a trust relationship serving the mutual interests of both.
According to the paper, “The traditional medical staff organization has lost its relevancy; it is a dinosaur from a reimbursement and legal system that is being replaced by a system demanding value and collaboration. The competition and distrust inherent in the current system is antithetical to a transforming healthcare system which requires hospitals and their professional staff to work in harmony as an organism composed of interdependent parts.”
In addition to this latest white paper, PYA has released over the last several months related white papers that offer additional guidance for organizations and providers working through healthcare transformation, including: “Healthcare 2015—Turning the Corner,” “Dynamic Leadership for Dynamic Times,” “Physicians as Transformers of Healthcare Delivery System,” and “Transformative Integrated Governance Strategies for Community Hospitals.” All of these complimentary white papers may be found on our PYA website.
PYA assists healthcare organizations in exploring and implementing new medical staff models to promote clinical integration, quality improvement, and enhanced efficiencies. PYA also provides education for governing bodies, leadership teams, and medical staffs; facilitates dialogue in the board room; performs governance effectiveness reviews; and identifies, develops, and assists in implementing strategic initiatives.
