In the relationship between a physician group and a hospital, problems happen. Planned or unplanned.
For example: Someone finds a partially used vial of drugs that was not properly disposed of. The CEO complains about your level of service.
Most groups view these events tactically: They happened. Now what? Accept responsibility? Ignore and hope it goes away? Blame it on someone else?
But when viewed strategically, most problems in this context are indeed opportunities. I’m not talking simply frame of mind, as in “every problem is an opportunity in disguise” or even pseudo scientific NLP. I’m talking actual opportunity — a situation that can be flipped and made, through very fast filtering through your group’s overall strategy followed by very fast deployment of a conforming tactic back to the source or a relevant third party.
I call this strategy The Situation Transformer™ — it’s making lemons into lemonade.
When a problem of this sort next occurs for your practice, think what advantage can be gained. But to do so effectively requires that the advantage be in the viewed through the lens of overall group strategy — which means you must have one — and that you have the ability to respond more quickly than the hospital can take effective action in respect of the problem.
Comment or contact me if you’d like to discuss this post.
Mark F. Weiss