What appears to be a stable system is the often the least stable. What appears to be safe is often the most risky.
Covenants not to compete. Cultivating new business opportunities.
Water might travel well in the aqueduct channel. But unless it’s spread outside of it, the crops won’t grow.
Many medical group leaders bemoan their group’s circumstances: caught in the hard place between increasing commoditization, what they believe to be the limitations of independent structure.
“Sign this please. Right there. Yeah, there, on the last line. Next to the date.”
From cash kickbacks to the company model to phony leases, deals between referring physicians and those physicians and facilities receiving referrals are subject to increasing scrutiny.
“We’re screwed. The hospital won’t renew our contract.”
If all you reward is churning out units then don’t be surprised when anything that gets in the way of so-called productivity gets short shrift . . . or worse.
It’s what you do about a problem that makes the difference. Ignoring it is a fools game; the problem will fester. Solving the problem is neutral — you think you’re back on an even keel, but chances are there’s still lingering anger.
Why simply play by the rules?
