BRADLEY PARK HOSPITAL 9.2 Sally met Jennifer at the registration desk. "Dr. Pinheiro is in with a potion. but he should be with us soon." "Why don't you tell me what you think is going on, from your perspection. Jennifer asked. Sally began, "This is a clinic with three, busy providers-Dr. Pinher Dr. Baker, and Dr. Barari. All have very different styles of practic Dr. Pinheiro likes to have three patients come each hour on the hour sh he does not have to wait if someone is late. The problem is that oneof patients must wait at least 40 minutes to see him. And that is if he time!" "Dr. Baker likes to see patients every 30 minutes, but there is a lot of time when she is just sitting waiting, and even then patients sometimes have to wait to see her. Dr. Barari uses a lot of the clinic staff because he wants patients put in an exam room as soon as they arrive, and he likes to have a nurse with him at all times as he moves from room to room." "I believe that the patient complaints have made these physicians realize that they cannot continue to practice in their old, traditional way. But I am not sure what we need to do. I am so glad that Dr. Pinheiro called you!" "Hello! Thanks for coming," Dr. Pinheiro bellowed as he approached Jennifer and Sally. "I told Sally that we need to approach the scheduling problem in a new way. I look forward to seeing what you suggest." "This is a tough problem," Jennifer responded. "Let me gather some data on your patient schedules, staff schedules, and job duties. We can then get back together and talk." "Why do you need information about the staff?" Dr. Pinheiro asked. "The number of patients you can see in an hour, the clinic flow, and the bottlenecks all result from the interplay of demand and capacity. And one variable that you can control is the provider's willingness to change the way he or she is doing things!" Jennifer teased. "We can talk about that!" Dr. Pinheiro smiled. "You will need to give me a good reason to change." "I will get back with you soon," Jennifer ended. As she walked back to her office, she thought, "If we can get the dermatology clinic to flow better, we can begin to make BPH the provider of choice in our region!" What do you think of the dermatology clinic's current scheduling system? Is it patient centered? Please read Case Study 9.2: Bradley Park Hospital, located on page 370. Take a moment to read the questions below and provide your answers with support from the literature. 1. What are some of the challenges healthcare administrators face when interacting with physicians? 2. What are some of the barriers healthcare administrators encounter when inspiring physicians to adop new organizational changes? 3. What strategies would you use as a healthcare administrator to inspire physicians to support organization objectives? 4. Provide Bradley Park Hospital leaders a strategy to help the organization gain physicians support and reduce patients' waiting time
