Concurrent Workshop Sessions

Basic Hospital Finance
Susan Bostwick, MD, MEd and Karen Smith, MD, MEd

At the end of this session, participants will be able to:

  1. Define basic financial terms required for budgeting and program management.
  2. Analyze key aspects of financial reports that are important for hospitalists in a leadership role.
  3. Create a budget for a new program or to support the continued funding of an established one.

Through this interactive workshop participants will improve their understanding of basic financial reports and terms to enhance their ability to communicate with administrators, CFOs, and chairs regarding their current activities and programs they wish to develop.  The session will start by defining key financial terms used in hospital finances, grants and budgets.  Using this knowledge the participant will be guided through the review of sample financial reports, identifying key areas to routinely monitor and evaluate.  In the second half of the session participants in small groups will develop a budget for a new program. We will finish with time to answer questions and discuss next steps.

Conflict Management:  A Core Competency for Emerging and Established Hospitalist Leaders
Maryellen Gusic, MD and David M. Keller, MD

At the end of this session, participants will be able to:

  1. Describe specific ways in which effective conflict management can enhance one’s role as a leader
  2. Apply strategies for effective communication in challenging situations to manage conflict in your professional interactions
  3. Develop an action plan to integrate these strategies to successfully manage conflict related to a current challenge in your professional life

Conflict is inevitable within organizations.  Leadership involves effective management of conflict through stakeholder engagement and facilitating agreements that allow all involved to advance toward a shared goal.  In this workshop, we will use a case-based approach to practice the components of this process:  identifying the critical issues and key stakeholders, negotiating and managing challenging conversations and building consensus within one's colleagues and constituents (peers and partners).  Participants will leave the workshop with an action plan for applying these skills to address a specific conflict within their own divisions or institutions.

Finding Your Place in Pediatric Hospital Medicine: Developing a Professional Niche
 Tamara Simon, MD, MSPH and Geeta Singhal, MD, MEd

At the end of this session, participants will be able to:

  1. Describe his or her professional niche in academic medicine.
  2. Define scholarship using Glassick’s criteria.
  3. Explore and apply a toolbox of relevant resources.
  4. Prepare an individualized plan to conduct scholarly work.

The session will start with reasons for participating in the workshop, and a review of workshop objectives. In an icebreaker session, individuals will introduce themselves by their professional niche. The workshop leaders will open with a brief didactic discussion of scholarship, qualities needed for success, types of scholarship. We will then conduct a facilitated discussion about issues related to producing scholarship, including components needed for a scholarly project. Using a small group format, we will then discuss individual roadmaps with emphasis on sharing ideas, problem solving and identifying additional resources. Individuals will then work on finalizing their individualized scholarship roadmaps. Finally, the large group will re-assemble to discuss lessons learned. We will emphasize problem solving and personal empowerment for success. We will also provide and review the contents of a resource toolbox. While participants will focus on development of their own scholarship activities, leaders of hospital medicine divisions will benefit from the framework and materials provided to facilitate scholarly activities among members of their group.

Leading Change in Quality and Safety
Jeffrey Simmons, MD, MSc and Michele Saysana, MD

At the end of this session, participants will be able to:

  1. Describe structures and tools to drive change in quality and safety across an organization or practice including goal setting, dashboards and unit learning boards, daily operations briefs, and mechanisms for engaging the front-line.
  2. Discuss core concepts of reliability science and high reliability organizations.
  3. Determine best practices for resolving common roadblocks in driving a quality and safety agenda.

This workshop will use short didactic overviews, hands-on examples of tools, and small group discussion guided by two pediatric quality and safety experts with institutional and national roles in leading change. Participants will receive an overview of core concepts, review in detail some examples of a number of management tools currently in use, and learn from the experience of other participants in overcoming barriers to driving a quality and safety agenda. A core theme will be reliability, both the science of achieving process reliability and its application at the organizational level with the concept of a High Reliability Organization. Examples and tools will be drawn from the facilitators’ institutions, from the Institute for Healthcare Improvement, and from the national Solutions for Patient Safety network. The primary goal of the session is send participants home with an enhanced understanding of some core concepts and with several specific tools and techniques that can be applied immediately.

Negotiation Strategies
Vincent W. Chiang, MD and Ricardo A. Quinonez, MD

At the conclusion of this session, participants will be able to:

  1. Discuss basic principles of win-win negotiations
  2. Analyze specific techniques pediatric hospitalists can use to negotiate more effectively
  3. Identify negotiation pitfalls

Congratulations!   You have just been made chief of your hospitalist program.  Now what happens?  What do you ask of your boss? What do you ask of your staff? The reality is that for most of us, we have no idea.  As clinicians, most of us were never taught the basics of how to negotiate.  Negotiation Strategies will introduce you to some of these nuts-and-bolts skills.  The first part of the workshop will introduce some basic negotiation concepts - BATNA, ZOPA and reservation value.  We’ll also try to answer the question of “is it better to make the first offer or respond to a first offer?”  The reality, though, is that most negotiations in life are not overt (as in a new job offer), but rather we are negotiating all the time.  How do you get your staff to do what you want them to do, even if they don’t want to do it? We’ll use learning from the fields of cognitive psychology and behavioral economics to see how framing and context are of the utmost importance in these day to day interactions.

Understanding your Leadership Style and Leading with Awareness: Developing a Path to Transformational Leadership
Latha Chandran, MD, MPH and Vineeta Mittal, MD

At the conclusion of this session, participants will be able to:

  1. Understand and describe leadership styles and the full range leadership model
  2. List the challenges and opportunities with different leadership styles
  3. Describe the key elements of transformational leadership and the role of self awareness, self regulation and intrinsic motivational needs
  4. Develop a personal leadership plan reflecting on the full range leadership model

This will be an interactive session where participants will utilize a blended learning approach to discuss the key organizational elements - the hardware and software of every organization- and the role of leadership and leadership styles. A needs assessment will be conducted to assess the skill levels of the participants. Advantages and challenges of various leadership styles will be discussed in small groups using cases from key national healthcare organizations including gender and generational differences in leadership styles. Participants will then learn about the Six Basic Leadership styles and the Full Range Leadership Model including path to transformational leadership. In the final activity, participants will identify their own motivational needs, leadership styles, and the role of self awareness and self regulation through small group discussion and then develop an individualized action plan towards successful transformational leadership. There will be ample opportunity for questions, discussions and interactive problem solving.



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