The Importance of Benevolent Dictators bothsid.es/p19
— Mark Suster (@msuster) March 10, 2013
Mark Suster (@msuster) is a venture capitalist from Southern California. His blogs are potent with business thinking on topics such as negotiating, sales & marketing, and leadership. His writing targets venture capital startups, and this fits well in our hyperchanging healthcare market.
There is an old joke when referring to physician governance. “In a medical group, what do you call a 9 Yes, and 1 No vote?.”
“It’s a tie.” As soon as physicians find out someone was opposed, they spend an hour talking about the opposing viewpoint and change their minds. Physicians can plod along on with hung decisions until it suffocates their ability to respond to real market demands.
Mark writes about the need to have decision makers; benevolent dictators. He says that “they make tough decisions that are in the best interests of the whole even when the collective consciousness of the whole doesn’t perceive it until much later.”
Suddenly, I can justify how I feel about meetings bit.ly/13iT84k Maker’s Schedule, Manager’s Schedule
— borborygmi (@nickgenes) February 27, 2013
Nick Genes (@nickgenes) is an emergency physician from New York City. He blogs at Blogborygmi about EHR and health information technology. He’s also a good guy to ask about medical iPhone applications.
Managers work on a manager’s schedule, whereas physicians work on a clinical schedule. Meetings can blow the clinical schedule apart. They can interrupt rounding, take you away from clinic, and require travel to a different physical location; meanwhile the work builds up.
It is a difficult challenge: there are times when groups of people need to get together to discuss and make decisions, while at the same time it can be incredibly obtrusive to accomplishing clinical tasks. Read Paul’s blog for some good ideas on what to do.
Surviving In A Toxic (Or Merely Dysfunctional) Culture bit.ly/XaxGdW
— Ed Batista (@edbatista) February 27, 2013
Ed Batista (@edbatista) is an executive coach and instructor from the Stanford Graduate School of Business. He is currently writing a book for Harvard Business Review Press that teaches individuals ways to coach themselves.
There are organizations within medicine that are dysfunctional. I have seen many instances of disruptive physician behavior that came from frustrated individuals acting under threat in dysfunctional health care settings. Ed blogs about the triggers of the threat response and how to de-escalate when our emotions become flooded. He points out that coaching can be very effective help.
Ed also speaks of dysfunctional organizations as having an unquenchable thirst for people’s time and he discusses the importance of finding validation elsewhere.