Biomedical subjects

S Pirrotta

Publications and source records attributed to S Pirrotta.

3 recordsLinked to original sources

PubMed1996

Consulting--Part 1. Why consultations fail.

The first article in this series describes a research project--a survey of more than 300 physician executives. Asked to share their personal experiences of unsuccessful consultations, our correspondents painted a picture of what can go wrong when organizational consultants enter health care systems, and described the lasting destructive sequelae to failed consultations. The two issues responsible for most failed consultations were the intrusion of internal politics into the consultation process and the failure to clearly establish and maintain consensual goals. Part 2 of this series will explore the consultation process from a different perspective, examining the issues that often trigger requests for consultation services and the dynamics that can foreshadow success or failure before consultants are even engaged.

Attitude of Health Personnel↗

PubMed1996

Consulting--Part 2. The art and science of using consultants.

Part I of this series described a research project--a survey of more than 300 physician executives. Asked to share their personal experiences of unsuccessful consultations, our correspondents painted a clear picture of what can go wrong when organizational consultants enter health care systems, and described the lasting destructive sequelae to failed consultations. The two issues responsible for most failed consultations were the intrusion of internal politics into the process and the failure to clearly establish and maintain consensual goals. In Part 2, the consultation process is explored from a very different perspective. What are the issues that often trigger requests for consultation services, as well as the dynamics that can foreshadow success or failure before consultants are even engaged? What are the pitfalls and pointers for the successful use of consultation services?

Consultants↗

PubMedDate not supplied

The annual meeting: regulatory obligation or lifeline to the future?

Usually dreaded, annual meetings can provide a crucial, powerful, but often neglected context for reviewing the "vital signs" of a group practice: mission, membership, marketplace strategy and infrastructure. We propose that regular and thoughtful attention to essential issues of cohesion and effectiveness significantly increases the likelihood of group vitality and group member satisfaction. We suggest a methodology for embedding these essential conversations into the ritual of the annual meeting.

Attitude of Health Personnel↗