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Rural Physician Leadership Curriculum. West Virginia University Rural Family Medicine Residency Program. Rural Physician Leadership Curriculum. Module 7 Organizational Politics. Rural Physician Leadership Curriculum. Description. Funded by HRSA Grant D22HP00306 Objective 1

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rural physician leadership curriculum

Rural Physician Leadership Curriculum

West Virginia University

Rural Family Medicine Residency Program

rural physician leadership curriculum2

Rural Physician Leadership Curriculum

Module 7

Organizational Politics

description

Rural Physician Leadership Curriculum

Description
  • Funded by HRSA Grant D22HP00306
  • Objective 1
    • Develop a competency based longitudinal curriculum in Rural Physician Leadership

Konrad C. Nau, MD

Principle Investigator

Chair, Dept of Family Medicine-Eastern Division

WVU Rural Family Medicine Residency Program

learning objectives module 7

Rural Physician Leadership Curriculum

Learning Objectives : Module 7
  • Understand the difference between power and authority
  • Conceptualize the two networks of organizational politics
  • Identify the four elements of organizational politics
  • Apply organizational politics to strengthen your systems-based approach to problem solving
case study the hospital
CASE STUDY- The Hospital
  • Back Creek Memorial Hospital
  • Rural - 100 Beds
  • 24 Hour ED coverage
  • 4 FM, 3 IM, 2 GenSx, 2 OB-GYN, 2 Ortho, 2 Peds, 2 EM, 3 locum tenum
  • 18,000 annual ED visits
case study the people
CASE STUDY- The People
  • CEO – Carla E. Owens
  • Chief of Staff – Stan Pioneer, MD
  • Emerg. Dept Director – Joe Stat, DO
  • ED Staff Member- Mark Mergency,MD
  • Others

READ CASE STUDY NOW………

case study the problem
CASE STUDY- The Problem
  • Emergency Dept Patient Complaints
  • Unprofessional dress of Emergency Department staff
  • Grumpy behavior of some Emergency Department physicians
case study the solution
CASE STUDY- The Solution
  • Stan Pioneer (Chief of Staff) proposes implementing a professional dress code for everyone who works in the Emergency Department
  • Joe Stat, DO (ED Director) speaks with a senior ED physician, and the ED Nursing Supervisor
case study the results
CASE STUDY- The Results
  • Carla E Owens, CEO calls Stan Pioneer, MD Chief of Staff to her office
  • “Stan, I’m disappointed that you let this get so out of control.
  • I thought you had a better feel for our organization.”
case study the analysis
CASE STUDY- The Analysis
  • What did Stan do ?
  • Why did Mark do what he did ?
  • Who made the best use of Back Creek Memorial Hospital’s organizational politics ?
stan chief of staff
Stan - Chief of Staff
  • Quality Assurance issue discussed with CEO and felt he was authorized to to a job.
  • Thought he had a good solution to the problem (made assumptions).
  • Didn’t seem to really talk to enough people
  • Assumed is position gave him the power to act
mike med staff member
Mike – Med Staff Member
  • Saw the Quality issue differently.
  • Used his “non-official” relationships to his advantage.
  • Did an “end run” around the authority.
  • Past issues seemed to fuel his fire (assumptions).
leadership choices
Leadership Choices

Developing Issue

Early Recognition

Ignore

Organizational

Politics

Take Action

Current Mess

Thoughtful Resolution

politics
Politics
  • Derived from the Greek roots
  • “poli”
    • many
  • “Tics”
    • Blood sucking insect that’s hard to kill and spreads disease

James Carvele

politics15
Politics
  • Competition between competing interest groups or individuals for power and leadership

Mirriam-Webster Dictionary

power
Power
  • The potential to cause certain things to happen or not to happen
  • Power is value-neutral
authority
Authority
  • Status granted by an organization (eg. Title)
  • May or may not include power
why don t we get it
Why don’t we “get it”
  • Young physicians are somehow taught that power is “bad”
  • “Administration runs this hospital – they have the power to get us more nursing staff but won’t.”

Robert Hodge MD,FACPE

organizational politics
Organizational Politics
  • Unauthorized uses of power that enhance or protect one’s own or one’s group personal interests.

Robert Hodge MD,FACPE

the gap
The Gap
  • Divergence (gap) between the mission of the organization and that of the individual or group.
  • The bigger the GAP the greater the organizational politics.

Robert Hodge MD,FACPE

organizational politics21
Organizational Politics
  • Conceptualize two teams at play
    • Informal Network activities
    • Formal Network with organizational goals or objectives

Robert Hodge MD,FACPE

the formal organization
The Formal Organization
  • Formal – follows established form, customs, or rules
  • Formal often implies static
  • Example : The Organizational Chart

Robert Hodge MD,FACPE

the informal organization
The Informal Organization
  • Informal – follows no established form
  • Informal often implies dynamic
  • No Organizational Chart
  • Common mode of communication
    • The Grapevine

Robert Hodge MD,FACPE

back creek memorial hospital27
Back Creek Memorial Hospital

Administrative Assistant

back creek memorial hospital28
Back Creek Memorial Hospital

Family of Med Staff

Medical Staff

Member

back creek memorial hospital29
Back Creek Memorial Hospital

Hospital Board

Member

back creek memorial hospital30
Back Creek Memorial Hospital

Hospital Board

Member

Executive

Secretary

Administrative Assistant

Family of Med Staff

Medical Staff

Member

analyzing organizational politics34
Analyzing Organizational Politics

Four Elements of Organizational Politics

  • Meaning
  • Communication
  • Relationships
  • Power

Robert Hodge MD,FACPE

analyzing organizational politics35
Analyzing Organizational Politics

I. Meaning

  • What is the motivation on each side ?
  • What are the values ?
  • What is the perception ?

Robert Hodge MD,FACPE

analyzing organizational politics36
Analyzing Organizational Politics

II. Communication

  • Formal
    • Meetings, Telephone, Voice Mail
    • Memos, Letters, E-Mail
  • Informal
    • The Grapevine

Robert Hodge MD,FACPE

face to face conversation
Face-to-Face Conversation

Communicating your message

  • 10% words
  • 49% tone of words
  • 50% body language
  • Pitfall :can become confrontational

Infoworld 9/27/99,p.104

telephone conversation
Telephone Conversation

Communicating your message

  • 25% words
  • 75% tone of voice
  • Pitfall – wrong tone can set wrong tone of conversation

Infoworld 9/27/99,p.104

voice mail
Voice Mail

Communicating your message

  • 25% words
  • 75% tone of voice
  • Pitfall – not interactive, poor fluency can signal poor competency (be prepared)

Infoworld 9/27/99,p.104

e mail
E - Mail

Communicating your message

  • 100% words
  • Pitfall – email can some across authoritarian rather than engaging, remember: they can be forwarded to ANYBODY in/out of your organization

Infoworld 9/27/99,p.104

the grapevine
The Grapevine
  • The informal person-to-person means of circulating information or gossip
  • Travels faster than the Internet
  • Dynamic – connections will vary according to the issue (unlike the formal Organizational Chart)

Janet Sandberg

Ruthless Rumors and the Managers Who Enable Them

Wall Street Journal, 2003.

the grapevine42
The Grapevine
  • 82% of the information bits running through one company’s grapevine was ACCURATE
  • Randstad Study

Janet Sandberg

Ruthless Rumors and the Managers Who Enable Them

Wall Street Journal, 2003.

three laws of gossip
Three Laws of Gossip
  • You never know how many people are talking about you behind your back.
  • Thank God !
  • As gossip spreads from friends to acquaintances to people you’ve never met – it grows more garbled, vivid, and definitive.

Tad Friend

New Yorker 7/31/2000

the grapevine44
The Grapevine
  • Only 17% of EMPLOYERS think workers get info from the grapevine
  • but
  • Nearly 50% of EMPLOYEES credit the grapevine with first message of major company changes
analyzing organizational politics45
Analyzing Organizational Politics

III. Relationships

  • Define the networks (who knows who)
    • Formal
    • Informal

Robert Hodge MD,FACPE

analyzing organizational politics46
Analyzing Organizational Politics

III. Relationships

  • Define the networks (who knows who)
    • Formal
    • Informal
  • Be aware of the numbers
    • Dyads - Triads

Robert Hodge MD,FACPE

analyzing organizational politics47
Analyzing Organizational Politics

IV. Power

  • Who has the power (the potential to cause certain things to happen or not happen) ?
  • Formal – don’t confuse with authority
  • Informal – issue leaders, stakeholders

Robert Hodge MD,FACPE

case study second chance
CASE STUDY- Second Chance
  • Instead of Stan – now you are “the Man”.
  • Devise a plan of how you would have addressed the Quality concerns initially discussed with the CEO.
  • Utilize your knowledge of the 4 elements of Organizational Politics