This is mostly for the more seasoned folks with admin experience..... Having ran ORs/Led a few departments of varying sizes
the issue of administration (ie CMOs, CEOs, etc.) and some "protected" surgeons (who are plugged into the hospital board etc)
meddling in OR operations thinking they have the answers and pushing chairs, floor runners etc etc around is (IMO) is a growing
trend across the board.... for those who were able to successfully mitigate this I am curious to hear as to how it was accomplished.
These days everyone and their mother who have never been inside an OR or even around think they know OR operations. With
hospitals incorporating groups it is even more of an issue.... this is more evident in more rural practices or standalone hospitals
with limited support from the larger system. Being at the whim of the few surgeons available is even more of an issue.
Again, I am curious to hear if anyone was successful in closing the floodgates and drawing a hard line with people not
sticking noses in their affairs.
the issue of administration (ie CMOs, CEOs, etc.) and some "protected" surgeons (who are plugged into the hospital board etc)
meddling in OR operations thinking they have the answers and pushing chairs, floor runners etc etc around is (IMO) is a growing
trend across the board.... for those who were able to successfully mitigate this I am curious to hear as to how it was accomplished.
These days everyone and their mother who have never been inside an OR or even around think they know OR operations. With
hospitals incorporating groups it is even more of an issue.... this is more evident in more rural practices or standalone hospitals
with limited support from the larger system. Being at the whim of the few surgeons available is even more of an issue.
Again, I am curious to hear if anyone was successful in closing the floodgates and drawing a hard line with people not
sticking noses in their affairs.