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Thursday
Nov042010

Applied Integral Leadership Development: A Customer Service Example in Healthcare

What does it take for a “good” organization to become a “great” one? In 2001, Elmbrook Hospital was asking itself this question. For the past 30 years, Elmbrook had enjoyed a strong reputation of providing high quality, compassionate medical care in its community. But healthcare had become increasingly competitive and Elmbrook knew that they had to do more than “what we’ve always done” in order to keep and enhance their position in the market.

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Thursday
Nov042010

Resolving a Pay For Call Dispute Transforming Hospital/Physician Relationships

When a mid-sized community hospital called Dana Carman and associates, the issue of pay for emergency call had simmered to the boiling point. The attempts to resolve the impasse had been focused on creating a business solution to the financial demands of the physicians and had failed to produce a satisfactory result. Hospital administration and Board were entrenched in the view that (with certain exceptions) physicians were bound by law to provide call – “end of story.” The physicians had lost patience and were demanding a satisfactory response to their demands within six months or they would simply refuse to be on call.

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Thursday
Nov042010

Moving from Good to Great: Infusing Strategy with Vision

Kittitas Valley Community Hospital (KVCH) was trying to decide, “What next?” The hospital had just completed a long-term building project, resulting in a beautiful new healthcare facility. With that behind them, KVCH now wanted to build a future that engaged the energy, imagination and commitment of their community and stakeholders in the same way that building their new facility had – but they weren’t sure how.

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