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Human Nature, Medical Ethics and Modern Principles
- By David Edward Marcinko FACFAS CMP® MBA MBBS
- By Render S. Davis MHA CAE
- By Hope Rachel Hetico RN MHA CPHQ CMP®
- By Gary A. Cook EJD CFP® CLU RHU MSFS CMP®
In any textbook of gravitas on medical risk management, asset protection and insurance planning, a chapter on human nature is usually placed at the end of the book, or as an appendix, or an afterthought if included at all.
However, we elected to prominently place this material as the premier chapter of our textbook.
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Why?
In the end, the success of any risk management endeavor ultimately comes down to changing human behavior – helping a doctor/nurse/technician alter whatever s/he was doing toward something that will better allow them to avoid errors and pursue quality care and practice management goals.
Yet, there is still remarkably little education or training for medical professionals focused directly on motivation or change theory, in any related area except psychiatry/psychology or perhaps professional liability.
Instead, doctors are increasingly turning to professional consultants to learn best practices on how to help them actually make the behavioral changes necessary to achieve their quality improvement and risk reduction goals; as we attempt to answer these questions.
The Queries:
- Are you and your medical practice, or clinical, ready for change?
- How to transition from [traditional] solo practitioner B-models to modern forms?
- What are leadership, management and governance?
- In group practices, how is leadership shared?
- What issues need be considered when hiring a practice administrator or clinic CEO?
- What is medical ethics and munificence? Why is it needed? How does it work?
- What are the types of risk?
- How are risks managed in the medical practice space?
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Leadership Shortcomings
In addition, medical practitioners need to strive to avoid what Zenger and Folkman describe as the 10 most common leadership shortcomings based on a survey of 11,000 leaders. They include:
- Lacks energy and enthusiasm
- Accepts mediocre self performance
- Lacks clear vision and direction
- Poor judgment
- Not collaboration
- Not following standards
- Resistant to new ideas
- Doesn’t learn from mistakes
- Lacks interpersonal skills
- Fails to develop others.
Source: Zenger and Folkman: The Daily Stat: The 10 Most Common Failures of Business Leaders, Harvard Business Publishing, June 4, 2009.
More:
- Healthcare Leadership VS Management
- Marcinko Leadership Philosophy
- LEADERSHIP Marcinko Sample
- MD Concerns
Assessment
Want to lean even more about hundreds of medical risk management topics? Order our newest text book, today!
Conclusion
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Speaker: If you need a moderator or speaker for an upcoming event, Dr. David E. Marcinko; MBA – Publisher-in-Chief of the Medical Executive-Post – is available for seminar or speaking engagements. Contact: MarcinkoAdvisors@msn.com
OUR OTHER PRINT BOOKS AND RELATED INFORMATION SOURCES:
- PRACTICES: www.BusinessofMedicalPractice.com
- HOSPITALS: http://www.crcpress.com/product/isbn/9781466558731
- CLINICS: http://www.crcpress.com/product/isbn/9781439879900
- ADVISORS: www.CertifiedMedicalPlanner.org
- FINANCE: Financial Planning for Physicians and Advisors
- INSURANCE: Risk Management and Insurance Strategies for Physicians and Advisors
- Dictionary of Health Economics and Finance
- Dictionary of Health Information Technology and Security
- Dictionary of Health Insurance and Managed Care
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Filed under: Book Reviews, Ethics, iMBA, Inc., Practice Management, Risk Management | Tagged: David E. Marcinko, medical ethics, medical leadership, medical risk management, Zenger and Folkman | 2 Comments »
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