What Did You Say? 2023

Daniel Warren III Natalia Iba ñ ez 25

Communicating with Non-Clinical Hospital Leaders and Administrators

not under one’s care should be avoided, and gossiping about adverse outcomes in the perioperative arena is both unethical and subject to legal consequences. Instead of gossiping, concerns about a healthcare provider’s clinical performance or behavioral issues should be addressed through appropriate channels, such as direct communication or reporting to the relevant administration or leadership. This ensures that issues are properly addressed and resolved, without harming the individuals involved or compromising patient care. By promoting a culture of open communication, professionalism, and respect, healthcare organizations can mitigate the negative impact of gossip and foster an environment that prioritizes patient safety, well- being, and professional growth. Conclusion In conclusion, gossip has become an unwelcome guest in the hospital environment, capable of sowing seeds of discord and obstructing effective communication among healthcare professionals. By unveiling its prevalence, understanding its ramifications, and exploring potential interventions, we can pave the way towards a healthier and more productive healthcare ecosystem. It is our hope that this chapter will serve as a springboard for further research, dialogue, and action to combat gossip and foster a communication-rich environment where patient care and well-being take center stage.

Learning Objectives 1. Understand the importance of effective communication between clinicians and non- clinical leaders in healthcare settings. 2. Explore the unique contributions made within healthcare settings by clinicians and non- clinical leaders. 3. Identify potential challenges of communication between clinicians and non-clinical leaders due to their distinct professional backgrounds, and explore strategies for overcoming this divide.

Gossip is a pervasive human behavior with positive and negative aspects.

Introduction Effective communication between clinicians and non-clinical leaders/administrators is paramount in ensuring efficient and high-quality healthcare delivery. Clinicians possess valuable medical expertise, while non-clinical leaders/ administrators bring essential administrative, financial, and strategic perspectives to the table. When these two groups communicate effectively, they can collaborate seamlessly, align goals, make informed decisions, and optimize healthcare outcomes. Effective communication promotes a shared understanding of challenges and opportunities, promotes trust and transparency, and encourages a collaborative culture where all stakeholders are valued and contribute to the overall success of the healthcare organization. By bridging the communication gap between clinicians and non-clinical leaders, healthcare organizations can improve operational efficiency, enhance patient care, and create a harmonious environment that supports the well-being of both patients and staff. Understanding the Communication Gap Clinicians and non-clinical leaders often operate within different professional spheres, each with their own unique language, perspectives, and

priorities. Placing clinicians into administrative roles may offer unique advantages due to their comprehensive understanding of patient care, clinical workflows, and medical decision making, leading to streamlined processes and a patient-centric approach. This helps to generate a culture of clinical excellence by emphasizing evidence-based practices and continuous quality improvement. Conversely, non-clinician hospital administrators contribute expertise regarding administrative processes, financial management, regulatory compliance, and strategic planning, contributing to financial stability and operational efficiency. These leaders can leverage their business acumen to identify growth opportunities and enable clinicians to focus on delivering high- quality patient care. However, both models have their drawbacks. Physician-led hospitals may struggle with financial management and strategic planning due to a lack of fiscal and administrative experience, while non-clinician-led hospitals may face challenges understanding patient care intricacies, potentially causing a disconnect between the perspectives of administrators and clinicians. A hybrid approach, combining medical expertise and administrative skills, can provide a balanced leadership structure, promoting collaboration, diverse perspectives, and a culture of innovation.