Wisdom. Applied.

How to apply, and defend against, psychological pressure during your next negotiation session.

The tactics being used by proponents of accountable care organizations against physicians are eerily reminiscent of those used by auto manufacturers to crush the prices charged by their suppliers.

The so-called “Company Model” of providing anesthesia services at an ASC presents serious kickback concerns. But the problem is far greater than simply anesthesia deals.

Obamacare mandates that physicians participating in Medicare or Medicaid have operating compliance programs. Turn the mandate into a strategic advantage.

Socialism is alive and well, and I’m not simply talking about the socialistic charade of Hugo Chavez. Instead, I’m talking about the employee or subcontracted members of your group who, even though they are being paid every penny due to them pursuant to their employment agreement or subcontract, have the misguided mindset that “there is money missing” or that the partners are “stealing money,” as...

Are physicians going each day to a factory . . . a factory of a different kind?

Medical Groups and entrepreneurial physicians must learn to manage business risk as a part of their overall strategy.

How will physicians fit within the bureaucratically envisioned healthcare system of the future?

The talking heads of healthcare are at it again: A new acronym to save healthcare has arrived, the ACO, an “accountable care organization.” But to whom is an ACO accountable?

Negotiation doesn’t take place in a vacuum, it takes place within a context. So why not control the context?

The dominant business and financial paradigm for many physicians, especially hospital-based specialists, is that they are a commodity, a valuable one, perhaps, but a commodity nonetheless. If you are ever to break out of the current paradigm, it will not be by benchmarking to the best practices of other groups headed downward in the same maelstrom.

Stop kidding yourself that the delivery of expert, even world-class, medical care is sufficient to guarantee your group’s future. Understand how to identify and incentivize high level customer service.

If your medical group signals its weakness, it will become easy prey.

Planning is less effective than strategy and strategy is most effective when strengthened through the Scenario Survey Process. Audio Player

If you want your group to have a future, stop being a vendor.

Problems happen. But when they do, turn them into profit.

Let other physicians worry about surviving the down economy: Take these steps now in order to thrive.

Hospitals are employing more physicians. So why don’t they want them to become really successful?

The first step in establishing your group’s future is telling the truth about its present.

Why are group-physician relationships so complicated when the rules are so simple?

The hospital has written the script for your future. Don’t like it? Grab Your Own Pen.

Highly successful medical groups operate in concert with bureaucratic hospitals but avoid the taint of bureaucracy themselves.

Hospital administrators are involved in ACO formation, but physicians are being asked to fully commit.

Most hospital based groups focus on outside competitors but ignore the threat from within.

In order to thrive in the “WE” society sweeping through healthcare, medical groups must adopt a different focus.