Volume 4 Number 2 In This Issue
EDITORIAL: How physicians can influence their “SCARF”
Johny Van Aerde, MD, PhD
How are the five elements of the “SCARF model” — status, certainty, autonomy, relatedness, fairness — affecting physicians’ responses to what is happening in the health system across Canada? How can physician leaders create conditions that keep threat and reward responses balanced? read article
Five fundamentals of civility for physicians
Michael Kaufmann, MD
This is the first of two articles introducing five fundamentals of civility for physicians. Incivility in the health care system can have an enormous negative impact and consequences. In contrast, civil behaviour promotes positive social interactions and effective workplace functioning. This article focuses on the first two fundamentals: respect and self-awareness. read article
Crossing the threshold: physician leadership and liminality
Lara Hazelton, MD, MEd
In becoming leaders, physicians leave the familiar world of clinical medicine and assume new identities. Providing education and training in leadership may not address their reluctance to take on leadership positions if we do not also acknowledge the psychological processes involved in becoming a formal leader and the psychosocial phenomenon of liminality. read article
Engaging physician leadership in multi-hospital clinical information technology transformation
C. Robin Walker, MB; Glen Kearns, HBA;
Tom Janzen,MD; and Sarah Jarmain, MD
Ten hospitals in southwestern Ontario, already sharing a common EHR platform, implemented computerized provider order entry, an electronic medication record, electronic medication reconciliation, and closed-loop medication administration including bar codes. The project leaders included many physicians and considerable effort was made to engage as many physicians as possible in every stage of the project. read article
Effective communication is key
Rashmi Koul, MD
I feel strongly that a key factor in the success of physician leadership is to create good relations between physicians and organizations, which can only be nurtured with open communication and a shared vision. read article
Learning leadership from errors
James Stempien, MD
Most of my lessons on leadership have been learned from errors that I have made along the way. At times I’ve felt like a pinball bouncing from crisis to crisis, doing most of what I’m supposed to do — just a bit past time. Most of my errors have been correctable and excellent exercises in humility and enlightenment. read article
Book Review: Mistreated Why We Think We’re Getting Good Health Care — And Why We’re Usually Wrong
Robert Pearl, MD
Public Affairs, 2017
Reviewed by Johny Van Aerde
Book Review: Medical Leadership
The Key to Medical Engagement and Effective Organizations
Peter Spurgeon and John Clark
CRC Press, 2017
Reviewed by Johny Van Aerde