Volume 2 Number 2 In This Issue
Currently, we are in the midst of a huge learning opportunity, a “teachable moment” in Canada’s health care system. If we don’t embrace that collective leadership opportunity, all leadership development programs, past and present, will have been a terrible waste of time because, so far, there are no outcomes in terms of direction, alignment, and commitment to show for those efforts. read article
Physician leaders can nurture a quality culture and achieve quality improvement (QI) goals by empowering health care providers to deliver high-quality, safe care; setting goals and expectations for QI; enabling staff to seek solutions and implement changes; and taking an active role in QI work.
Whether facing a new team or an established one, facilitative leaders can prevent difficult behaviour among its members by ensuring clear communication, an open environment, and effective meetings. In this article, we provide a number of tips for accomplishing these goals and intervening when poor behaviour demands it. read article
Human rights complaints against physicians most often arise when patients believe they have received inadequate care as a result of discrimination. Such issues can often be avoided when physicians take time to explain their actions in treating the patient and the reasons for them. read article
Whether you are presenting at a conference to educate the public, to share research findings with your peers, to influence government officials, or to inspire communities, these five simple tips will greatly enhance your impact. read article
The organization of academic medical staff is complex. A division, the smallest unit in the structure, is essentially a small business that needs full-time entrepreneurial leadership to succeed. The leader must develop a strategic plan, establish goals, build teams, and develop a budget. A division should strive to become a centre of excellence. read article
Physicians who move into leadership roles have the benefit of knowing the physician world and, therefore, are the bridge between the profession and public management. However, such moves are often viewed as a betrayal of the physician identity, a move to the “dark side” by their colleagues. Doubts about their identity may also influence their ability to be confident in their new role. read article