Why Don't Our Physicians Support Our Strategy?

Engaging Employed and Closely Affiliated Physicians in Advancing Organizational Strategy

Get insights into how to develop engagement strategies suited to both independent and employed physicians.

Most hospitals and health systems now have staffs composed of both independent and employed physicians. Yet, many organizations still take a one-size-fits-all approach to physician engagement.

To build the type of unified staff needed under value-based care, organizations must do a better job of embracing the differences between these two physician subgroups.

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Diversify your physician partnership goals

All too often, health systems' partnership strategy fails to take into account the difference between independent physicians and economic affiliates (including employed physcians). To get more out of their physician relationships, hospitals and health systems should start by setting more realistic partnership goals. Read more

Differentiate what independent and economically affiliated physicians want

Independent physicians by and large want to affiliate with a quality workshop—a place to which they can bring or refer their patients for quality care.

In contrast, physicians in a closer economic relationship with health systems generally want a more meaningful stake in the formulation of organizational strategy. Read more

Recognize the difference between "talking at" and "talking with"

Establishing a contractual relationship can improve the one-way communication from hospitals and health systems to their physicians, but on its own, the relationship will rarely spur the level of two-way communication critical to fully engaging physicians.

Hospitals and health systems must embrace their employed and closely affiliated physicians as full strategic partners to fully engage them. Read more

Diagnose top barriers to strategic dialogue

Organizations seeking to broaden their physicians' voice in strategy formulation typically must overcome some combination of three principal barriers: resistance among administrators; a dearth of effective forums; and physician time constraints. Read more

Address institutional resistance head-on

If institutional resistance is stymieing efforts to more fully incorporate your physicians into strategy formulation, now is the time to address any such concerns directly. Read more

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