of what the landscape is; what their opportunities are, whether as an in- dividual or as a practice; and not only how to talk about it but also what to talk about.” UT Dallas Professor of Healthcare Leadership and Innovation Michael J. Deegan, MD, leads the program and consults with TMA’s Ad Hoc Commit- tee on Accountable Care Leadership. In helping TMA form the course, he and his colleagues recognized only a small subset of physicians ultimately pursue a formal health care manage- ment degree. However, “a much larger constellation of physicians, because of the way care delivery and financing is changing, have to take on their prac- tice differently, and that means some are going to have to lead differently.”
A NEW SKILLSET The curriculum is divided into three main sections designed to impart practical skills relevant to all special- ties. (See “A Course Sampling: TMA’s Accountable Care Leadership Pro- gram,” at right.) The first unit — Interpersonal and Communication Skills — gives insight into what Dr. Deegan calls physicians’ emotional intelligence: how they in- teract and communicate with others, whether colleagues, family, patients, or insurance companies. That pre- pares physicians for the second sec- tion — Leading and Managing in an Interdependent World. “As we are designing new care mod-
els, autonomy is out and teamwork is in,” Dr. Deegan said. “Now we are be- ing asked to change and to become more collaborative. So when it comes to leadership, one of the big skill sets for physicians aspiring to lead today is how to lead equals.” Physicians also learn the differ-
ence in the primary responsibilities of leaders versus managers and how the two roles complement each another, as well as how to negotiate and deal with conflict. The third section of the curriculum — Providing Value-Based Care for In-
A COURSE SAMPLING: TMA’S ACCOUNTABLE CARE LEADERSHIP PROGRAM
Section 1: Interpersonal and Communication Skills • Self-awareness and adaptability • Relationship management and teamwork • Effective communications
Section 2: Leading and Managing in an Interdependent World • Roles and responsibilities of leaders, managers, and followers
• Adaptive leadership • Conflict and negotiation
Section 3: Providing Value-Based Care for Individuals and Groups • Practice-based population health management and per- formance improvement
• Informatics and clinical decision support • Defining value
Section 4: Live Capstone Event • Contract options • Network organization, i.e., governing boards and committees
• Coding and documentation for patient risk adjustment Are you interested in TMA’s Accountable Care Leadership
Program? Contact Christina Shepherd at
christina.shepherd@
texmed.org. The next class is expected to begin in the first quarter of 2016.
November 2015 TEXAS MEDICINE 51
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