ON-BOARDING NEW CLEVELAND CLINIC STAFF

 

As a closed Staff, physician-led, group practice, the Cleveland Clinic has a distinctive culture, which differentiates it from many academic medical centers. As such, the goal of the On-Boarding for New Staff Program joining the Staff at the Cleveland Clinic is to jumpstart new Staff members’ awareness, familiarity, and comfort with working and thriving professionally at the Clinic. The On-Boarding for New Staff Program consists of several offerings, which are meant to complement the individual Staff members’ departmental orientation. These offerings include:

 

1) A New Staff “Meet and Greet” breakfast during which new Staff are offered a high-level introduction to the structure, culture, and scope of the Clinic.

2) A “90-Day Follow-up Breakfast” during which new Staff are invited to share their experiences of joining the organization and to offer actionable suggestions to optimize the on-boarding process.

3) A get-together for new Staff and significant others with Clinic leaders at the Foundation House, intended to introduce new staff to one another and to leaders, to introduce significant others to the Clinic, and to welcome and celebrate new Staff, and

4) The “Inside the Cleveland Clinic” series (offered once a year), comprised of 2 full-day sessions during which Clinic leaders meet with the group of new Staff to discuss the Clinic, their roles, the state of the Clinic, and ways in which new staff can access and interact with Clinic leaders. These sessions also offer an opportunity to meet and network with new colleagues. New Staff are strongly encouraged to attend both sessions within their first year of being on the Staff. 

 

Please contact James K. Stoller, M.D., M.S. for more information about the program.

 

ON-BOARDING CLEVELAND CLINIC CHIEF RESIDENTS

 

 

Healthcare delivery systems in today's world are complex organizations responding to ever changing demands. Historically, residency training has centered exclusively on developing clinical and research competence in the medical sciences.However, with health care increasingly being delivered by integrated teams and organizations, residency training must expand to teach physicians core competencies to lead health care organizations.

 

The "Leadership, Collaborationand Change in Health Care" on-boarding program provides chief residents with the opportunity to develop the competencies needed by physicians to become effective leaders in health care organizations. These competencies include: (1) Self knowledge of leadership strengths and weaknesses; (2) Appropriate use of different leadership styles; (3) Promote team efforts toward a common goal; (4) Using organizational learning and systems thinking to analyze and solve problems in health care; and (5) Ability to resolve conflict in an organization.

 

Please contact Carol Farver, M.D., M.S. for more information about the program.

 

The following resources have been organized based on the characteristics of effective chief residents:

 

Change Managment and Conflict Resolution: Change Management in Health Care Conflict Resolution Leading Change Resolving Conflict

Cultural Competence: Cultural Competence and Health Care Disparities The Process of Cultural Competence

Emotional Intelligence: Doctors' Emotional Intelligence Emotional Intelligence and Patient-Centered Care Emotional Intelligence: New Ability or Eclectic Traits? Emotional Intelligence and Graduate Medical Education Feeling Smart: The Science of Emitional Intelligence Physicians' Emotional Intelligence and Patient Satisfaction What Makes a Leader?

Physician Leadership: Development of Physician Leadership Competencies Developing Physician Leaders: Key Competencies and Available Programs Leading Among Leaders: The Dean in Today's Medical School Leadership, Collaboration and Change Physician Management and Leadership Education

Systems Thinking: Leading Organizational Learning in Health Care Level 5 Leadership: The Triumph of Humility and Fierce Resolve Putting Systems Thinking into Practice Taking Personal Change Seriously

Teams: Interdisciplinary Teamwork Multidisciplinarity, Interdisciplinarity and Transdisciplinarity: Part I Multidisciplinarity, Interdisciplinarity and Transdisciplinarity: Part II The Physician-Hospital Team