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1. What questions do you think the chairs of each department should ask?
What can you as doctors do to come to a common ground and collaborate, when it comes to the equipment and working together? Can this matter be resolved before the arranged surgery in the morning?
2. Dr. Jones has a busy practice and is the second-highest revenue producer from general surgery. City Medical Center is dependent on revenue from the surgical service. How might this impact how the situation should be handled? What specific steps should be taken to avoid this situation in the future?
The modern equipment isn’t just utilization just for one division. The City Medical Center is subordinate on the income form Dr. Jones’s surgical service, they would have to be exceptionally cautious with their choices. There should be a meeting or memo stating that the equipment is being used to prevent future encounters as such.
3. The goal of the physician privileging is to ensure that providers practicing in an organization have appropriate credentials to provide safe and effective treatment. What are three challenges illustrated by this case?
There’s no group effort, the objectives of the doctors are not patient-oriented, and there’s no trust, regard, or morals and values among the doctors.
4. Who are the stakeholders in the privileging process at the City Medical Center?
The City Medical Board of Directors, and the department or surgery.
5. Who is responsible for communicating about specific privileges?
The board of directors are responsible for the communication about specific privileges, their responsibility to inform all the physicians about the new equipment and the requirements that are needed to use it.
6. Would these physician behaviors be considered “patient-centric”?
No, their behaviors aren’t patient-centric. The three doctors were outraged that Dr. Jones scheduled a procedure and was going to use the equipment, there first thought was not about the patient and the procedure they were going to receive.
Are the physicians “team players”? Explain your response.
No, their whole concentration was to get this new equipment for their department use only, it was a “new toy” for them not something that would help them to improve patient care. If they were being team players their focus would be on what is best for City Medical Center and the care of the patients not just their department.
7. Reread this case. Using figure 18-3, the Confidential Teammate Evaluation Form at the start of this chapter, compare the behavior of these physicians and managers with the expected behaviors of teammates. Score each one as if he or she were your teammate. What scores did they earn?
Dr. Jones-28 He could spoke up and addressed issues about the other doctors
Dr. Sam-23
Dr. Amalfi-23
Dr. Smith-23
The three doctors received the same score because all three of the doctors where all on the same page no one in the group spoke up and stated that what they were doing wasn’t right.