New Science of Medicine & Management

A Comprehensive, Case-Based Guide for Clinical Leaders

Häftad, Engelska, 2024

AvJon A. Chilingerian,S. Abbas Shobeiri,Mark A. Talamini

889 kr

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This exciting, first-of-its-kind title describes the blossoming new science of medicine and management—the concepts, methodologies, techniques, and tools that create value for patients, populations, caregivers, staff, and healthcare organizations. Developed out of the innovative and powerful physician executive MBA program at the Heller School of Social Policy and Management at Brandeis University, The New Science of Medicine & Management describes what physician leaders need to know and do to fix problems that can erode value in complex healthcare environments in which they practice medicine. The book is motivated by a singular proposition—Every Physician a Leader; Every Leader a Collaborative Team Player and a new definition of high-value health care. Composed of the best 18 of approximately 200 outstanding physician-led business school projects, the book is based on the collective efforts and experiences of 33 authors and coauthors, 28 of whom are physicians and 19 of whom have an MD and an MBA degree. The work is grounded in three important assertions: First, the clinical side of complex professional medical organizations such as hospitals has traditionally been led by highly skilled, highly experienced medical practitioners trained in the underlying biomedical disciplines and applied medical sciences. Second, there is research evidence that managers with clinical backgrounds can run better healthcare organizations, and a growing number of physician-led multispecialty groups are outperforming organizations run by lay managers. Third, physicians and other caregivers should have some training in the new science of medicine and management; moreover, and very importantly, the transition from clinician to clinical manager and leader is challenging and requires training in the new science of medicine and management.State of the art, developed by expert physician leaders in the field, and replete with a wide range of management insights and lessons, this book asks important questions and offers an exciting and comprehensive resource for all physicians, health administrators, and clinicians interested in not only the science of medicine and management and in developing physician-led teams but, crucially, in ensuring value in healthcare by improving patient outcomes, safety, affordability, and employee well-being.

Produktinformation

Utgivningsdatum2024-07-25
Mått155 x 235 x 14 mm
Vikt684 g
FormatHäftad
SpråkEngelska
Antal sidor369
FörlagSpringer International Publishing AG
ISBN9783031265129

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Jon A. Chilingerian, PhD Institute for Health SystemsHeller School for Social Policy and ManagementBrandeis UniversityWaltham, MA S. Abbās Shobeiri, MD, MBA The University of VirginiaGeorge Mason UniversityINOVA Fairfax HospitalFalls Church, VA Mark A. Talamini, MD, MBA Northwell Health Physician PartnersNorthwell HealthZucker School of Medicine at Hofstra/NorthwellManhasset, NYDr. Jon Chilingerian is a tenured professor at Brandeis University and Adjunct Professor of Public Health and Community Medicine at Tufts School of Medicine. He received his Ph.D. in Management from MIT’s Sloan School of Management. He was recruited to come to Brandeis by Dr. Stuart Altman in 1987. In 2016 he was ranked in the top 20 professors of healthcare management in the world.Dr. Abbas Shobeiri is a professor and Vice Chair of Gynecologic subspecialties at the INOVA Women's Hospital, Virginia Commonwealth University in Falls Church, Virginia. He was at OU 2002-2015 as the first fellowship trained physician in Female Pelvic Medicine and Reconstructive Surgery in Oklahoma. Prior to settling in Oklahoma, he obtained his Bachelor degree from the University of Washington in Seattle, MD from TUFTS University in Boston, and completed his residency and fellowship at Tulane and LSU in New Orleans. Dr. Mark Talamini Mark A. Talamini, MD, MBA, is professor and chairman of surgery and chief of surgical services at Stony Brook Medicine; editor-in-chief of Surgical Endoscopy, the official journal of the Society of American Gastrointestinal and Endoscopic Surgeons (SAGES) and European Association for Endoscopic Surgery; and former president of SAGES. Dr. Talamini is professor and chairman of surgery and chief of surgical services at Stony Brook Medicine; He is the editor-in-chief of Surgical Endoscopy, one of the highest impact general surgery journals (Springer). He specializes in gastrointestinal surgery, and the use of minimally invasive technology to minimize pain and scarring. He is the editor of Advanced Therapy in Minimally Invasive Surgery (Decker, 2006), an in-depth exploration of new and emerging surgical practices.

1. Improving access to and quality of palliative & hospice care via provider and patient education.- 2.Operating Room rapid response Innovation team impacting measurable efficiencies.- 3.Improved transplantation operational performance through a transplant specific database integration with the hospital electronic medical record.- 4. Globalization of the new science of medicine and management.- 5. Low tech visual systems to impact ED efficiency metrics.- 6. Hypertrophic Pyloric Stenosis Feeding Protocol: a Prototype to Decrease the Variance in Postoperative Care Delivery.- 7."Physician of the day" structure for pediatric surgery service to improve quality through enhanced teamwork.- 8. Low Dose CT scanning (LDCT) screening program for an at risk cancer population.- 9. Impacting a focused set of NSQIP outcomes elements that are actionable and achievable to improve all NSQIP results and overall outcomes and quality of care.-10. Maximizing OperatingRoom efficiency using revenue cycle and operations management tools.- 11.Vascular Diagnostic Laboratory Improvements through effective data management.- 12. Management of late surgical case cancellations to improve efficiency.- 13. Structured data collection Insurance industry pilot using an evidence based approach.- 14. The Sholdice Clinic as an example of synergizing operations management, medical care, and creative finance.- 15. Establish new leadership and business structures in a rural ED to improve key indices.- 16. Primary Care Practice Redesign.- 17. Maximizing the first hundred days of medical executive positions-lessons from a CMO.- 18. Successful use of marketing, branding, and alignment to tackle tobacco use.- 19. Development and implementation of a standardized procedural antibiotic protocol in a multi office urology practice.- 20. Benefits and challenges in diminishing operating room waste stream.- 21. Routine post-reduction radiographs in children-challenging the paradigm.- 22. Transparency and communication in the consent process regarding procedural sedation.

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