RT Book, Section A1 Gittell, Jody Hoffer SR Print(0) ID 1150332762 T1 Combine Work Practices to Build a High Performance Work System T2 High Performance Healthcare: Using the Power of Relationships to Achieve Quality, Efficiency and Resilience YR 2018 FD 2018 PB McGraw-Hill Education PP New York, NY SN 9780071621762 LK accessmedicine.mhmedical.com/content.aspx?aid=1150332762 RD 2024/03/28 AB Throughout Part 2, we have explored high performance work practices that strengthen relational coordination among care providers, enabling them to deliver high quality patient care while using resources efficiently. Chapter 16 showed how those practices can be extended beyond an organization's boundaries to include its key supply partners, including even the patient and his or her family. We have seen however that healthcare organizations vary greatly in their implementation of those work practices. One common pattern we observed was the repeated failure to apply these work systems fully to physicians. Whether it was selection for teamwork, cross-functional performance measurement, cross-functional rewards, conflict resolution, patient rounds, or clinical pathways, physicians were often the least likely of any care provider discipline to be included. This failure to include physicians helps to explain why relational coordination between physicians and the rest of the care provider team was systematically weaker than for any other care provider discipline (see Chapter 3) despite the fact that physicians play a central role in delivering patient care.