It takes strong leadership skills to navigate the waters of physician-hospital competition and collaboration. The questions to consider are "Where do you want your organization to be?" and "Where is it now?"
First of all, we probably have to invent a new C-suite for the hospital. Currently, we have CEOs, CFOs, COOs, CNOs, CMOs, and so forth, but is this sufficient? In addition to, or in place of the above, what we really need now are the following:
Regardless of the titles used in your organization, the point to consider is that a new set of leadership and management competencies is required to lead contemporary healthcare organizations. These new competencies or the "seven Cs" are:
Change inevitably causes stress, and different personality types respond to stress differently. A working knowledge of primary personality preferences and their reactions under stress can help leaders diagnose and treat roadblocks in the process of embracing change. Tools such as the Myers-Briggs Type Indicator or the Dominance-Influence-Steadiness-Conscientiousness Profile provide insights into seemingly inexplicable behavior. For example, many physicians using the MBTI show the following patterns:
It is important for leaders to understand that how they respond to conflict is a matter of their conflict style. There are two primary responses to conflict. The first is assertiveness, in which you seek to satisfy your own concerns. The second is cooperativeness, in which you seek to satisfy the concerns of others. Within these two primary responses, several outcomes are possible. These include: