By engaging their medical staffs, bonding their physicians to the outcomes, entangling them in the TJR program, attaching them to its goals and embedding them in an appealing business model, better performers minimize clinical practice variations and reduce unsupported implant variations.
By focusing on and making explicit their interdependence with their physicians, the better performers reduced or stabilized TJR costs while enhancing their practices, minimizing process variation, and improving patient outcomes and safety.
Based on the study, here are the key methods used by better performer management teams to achieve strong relationships with their TJR physicians:
Rather, base your case on their (your dominant TJR surgeons') needs--and you know what those are because you've listened to their complaints for years.
There are really three primary motivators for the TJR surgeons: their professional success, including their income, their daily hassles and the quality of patient care they can deliver.
The national TJR study revealed the similarities among better performers that constitute much of their underlying structures.
The most important single aspect to emerge in reviewing successful TJR programs was the emphasis placed by better performers on engaging their physicians in the program through explicit and effective "give-to-get" strategies.
RELATED ARTICLE: Methodology for TJR Review Project
The national study of TJR better performers consisted of an evaluation of programs through outcomes data analysis and field observations.
Only those hospitals performing more than 100 TJR procedures during that period that also apply procedure-based accounting systems were included in the project sample pool.
The top 10 remaining hospitals in this second cut were invited to participated in the TJR better performer project.