In addition to its seminar Leadership for Physician Executives, The Levinson institute provides consultation to healthcare organizations in several distinct areas.

Managing Boundaries in Complex Healthcare Environments

This consultation program helps physician-leaders and business executives resolve the issues of a constantly changing healthcare environment.  Role clarity, effective managerial practices, and the physician-manager-leader dilemma of frequently ambiguous working relationships are explored in-depth in an effort to dramatically improve communication and productivity.

Developing Accountability in Healthcare Systems and Healthcare Processes

This consultation focuses on the need to develop clear accountabilities and working relationships.  Managers learn how to use group cohesion and personal responsibility to encourage and increase the effectiveness of colleagues and subordinates. Specifically, managers learn how to create authority by simultaneously:

• Identifying, developing, and communicating the collective aspirations of the  hospital, partnership, or other political "entity";

• Understanding when to apply accountability and when to urge responsibility;

• Setting context to ensure understanding and alignment; and; and

• Defining limits within which people must work, as well as mechanisms for enforcing them.

Levinson consultants help to design an organization-specific model, building on the fundamentals of accountability. Managers are taught how to diagnose ineffective organizational practices and their causes, then work with Levinson consultants to construct specific interventions that mobilize and reinvigorate organizational initiatives.

Managing the Changing Psychological Contract

An organization managed "psychologically well" is more effective and healthier than one that is not.

The changing roles of physicians to administrators or from autonomous practitioners to participants in a complex structure can create tremendous upheavals.  This consultation explores the organizational problems and transitional experiences that many healthcare executives encounter and the strategies for dealing with them.

Expectations, unspoken by the individual and implied by the organization, form the powerful concept of the psychological contract.  Managers learn to recognize that the contract exists and how to approach it honestly and constructively, making it a springboard for change, new commitments, and strategic objectives.

Developing Healthcare Leaders for the Future

Healthcare executives often complain that there must be a more straightforward and systematic way of assessing their current and future “people needs.”  The Levinson Institute’s talent-pool-development system is a comprehensive and proven approach to finding, selecting, and developing healthcare provides and administrators… and ensuring that qualified people will be on board to meet the exacting requirements of future healthcare strategies.

This “hands-on” consultation program provides:

• A definition of talent: innate and acquired capabilities, effectiveness, and potential;

• A definition of role: size, function, and types of work; A model for a selection, assessment, and development system;

• A strategic approach to training, compensation, and recruitment that is consistent, practical, and cost-effective; and

• A proven leadership model for both short-term initiatives and long-term strategies.

What Else Do I Need to Know?

For immediate attention, call or e-mail David Jackson at (800) 290-5735 or djackson@levinsoninst.com.  David will be happy to answer your questions, send you detailed material, outline costs, and provide references of healthcare organizations that have taken part in Levinson healthcare programs and consultation.