Building and Leading Effective Teams
- Recognize the practical methods for managing and improving team development.
- Identify the role and responsibilities of a leader in the day-to-day management of department personnel.
- Explain the attributes and impact of a population health care management model.
- Analyze the organization and effectiveness of teamwork structures.
- Review teamwork strategies that can spur motivation, dampen negativity and foster creativity.
- Improve the delivery and reception of feedback as a process of learning.
Quality and Safety for Physician Leaders
- Examine the calculation of value and its relation to quality outcomes.
- Recognize the contributing factors that can lead to medical safety errors.
- Analyze Reason’s Swiss Cheese Model as it exposes the various opportunities for system error.
- Explore the tools for measuring both the validity and reliability of health care systems to improve outcomes.
- Implement the SEPTEE Model as a list of measurable, achievable targets for improvement.
- Apply the FOCUS-PDCA Process in order to analyze, measure and improve samples health care cases.
- Recognize the role of the physician leader, specifically the CMO, in relation to medical errors reduction, quality improvement and patient safety.
- Create a personal path of action and emphasis as you, the CMO, work to build a culture of quality and safety within your organization.
Engaging Physicians for Results
- Recognize the importance of the inclusion (or “buy-in”) of an engaged, effective physician in the success of an organizational plan.
- Improve the organizational engagement level of physicians through skill-building, feedback and supportive strategies.
- Develop an organizational structure that fosters high-performance, influential physician leaders expressing a growth mindset.
- Identify methods that will develop both trust and confidence between (and/or among) organizational stakeholders.
- Design a physician-approved performance measurement dashboard that generates relevant data in order to direct process improvement.
- Deliver feedback from key measurement tracking within the areas of quality, finance, service and team constructs.
- Implement effective physician training and development programs as derived from physician engagement tools and their resulting metrics.
- Introduce a management hierarchy of “patient-team-physician” that promotes physician leaders to be impactful across the healthcare continuum.
Introduction to Finance and Economics in Health Care
- Explain the existing business payment models utilized within today’s health care industry and the levels of risk associated with each.
- Outline the most impactful aspects driving financial pressure within a health care organization.
- Review the role of financial statements in the decision-making process of internal and external stakeholders.
- Discuss the current analytic and predictive data provided in the balance sheet and income statements, respectively.
- Identify the responsibilities of the CMO to interpret an organization’s financial health through the budgeting and financial statements.
- Utilize the terminology and metrics of accounting statements to effectively communicate with the organization’s financial executives and respective teams.
- Interpret financial data to make effective managerial accounting decisions on resource allocation, budgeting, benchmarking and future investments.
On Your Radar: The Joint Commission Perspective
- Contrast the differences between regulatory agencies, their requirements and accreditation.
- Review the basics of external quality oversight and specific processes of Joint Commission Hospital Accreditation.
- Develop a better understanding of Patient Safety Science.
- Explain the basics of harm event analysis – proactive and reactive approaches.
- Determine the role of human factors in patient safety.
- Define community preparedness with best practices.
- List the four phases of emergency management.
- Develop a successful integrated plan.
- Learn to train, exercise and drill effectively and collaboratively.
- Explain the RPI® problem solving methodology and how it works in health care to improve patient safety.
- Describe the core principles of RPI®.
- Describe the importance of the critical factors for success when deploying RPI® methodology for process improvement.
- Discuss the predictors of success in integrated systems and their governance
- Use a tool to foster discussion and clarity around governance vs manager’s roles
- Differentiate Leading, Managing, and Governing
- Define Strategy
- Explain why Trust and Constructive Disagreement are critical for Governing Boards
Group Decision-Making and Meetings Management
- Enhance relationship development through listening skill improvement.
- Identify the dynamics of a group and the methods of successful interaction.
- Utilize varying approaches to identify solutions to support better decision-making.
- Review effective meeting facilitation techniques.
Method of Participation
To complete this program successfully and claim credit, participants must follow these steps:
- Read the educational objectives provided on the course summary page.
- Attend the sessions or watch all the video lectures for this course (if applicable).
- Read any course materials and complete any required activities.
- Complete the course evaluation and post-test via your dashboard on the Association website. Successful completion of a given activity’s post-test requires a minimum 75% passing score prior to claiming CME credit, with three attempts allowed.
- CME certificates will be available for printing after claiming CME credit.
- Estimated time for course completion is equivalent to the CME credit hours.
From Autonomy to Teamwork
Original Course Release Date: September 2015
Course Expiration Date: September 2018
Access to Course Expires: 365 days from purchase date of course
Essentials of Health Law
Original Course Release Date: March 2014
Course Expiration Date: March 2017
Access to Course Expires: 365 days from purchase date of course
Planner Disclosure: The planners (American Association for Physician Leadership® staff) for this activity have no relevant financial relationships with commercial interests to disclose.
Faculty Disclosure: The faculty for this activity have no relevant financial relationships with commercial interests to disclose.
The American Association for Physician Leadership® is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide continuing education for physicians.
The American Association for Physician Leadership® designates this live activity for a maximum of 26 AMA PRA Category 1 Credit(s)™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.
The American Association for Physician Leadership® designates this enduring material for a maximum of 11 AMA PRA Category 1 Credit(s)™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.
ontinuing education for physicians.
Registrations are eligible for a full refund or transfer to another course (that occurs within 12 months) for up to 72 hours after purchase. A $100 processing fee applies to cancellations or transfers after 72 hours, but before the cancellation deadline of June 29, 2017. Cancellations after June 29, 2017 are not eligible for refund or transfer.
Registrations may not be transferred to another person at any time. All refunds will be issued to the original form of payment. Refunds or transfers are not available if testing has occurred or CME has been claimed.