On the other end of the spectrum, hospitalists at smaller HMGs may have fewer hoops to jump through to get projects approved. “A smaller institution is often more amenable to the introduction of change,” says Dr. Metcalf, of Faith Regional Health Services, “which may be attractive to a hospitalist who has an interest in medical processes, quality and safety.” Dr. Ferrance adds, “We have very tight control of the hospital’s quality control because there are only four people who have to buy into a policy.”
Plus, a hospitalist at a smaller HMG quickly can establish a strong reputation, “which, in turn, provides venues for influence through involvement in committees,” Dr. Metcalf says. “An interested physician may be offered a position as a committee chairman, chief of medical staff or even as the vice president of medical affairs.”
Social Networking
In any sized group, social networking is key. Before joining the group at Temple, Dr. Wolfe thought physicians in a smaller group would automatically be closer than those in a large one. “I was surprised that we are so inter-relationally dependent and responsible to each other,” Dr. Wolfe says, “but that’s because there are so many inter-service hand-offs and trade-offs, and we see each other so much.”
Scheduling social events for 20-plus doctors and their families can be a challenge. Some, like Dr. Bossard, say it’s a priority, though it could mean orchestrating events for 75 people. “When that social connection is lost in a group,” Dr. Bossard says, “it may reflect burnout on the leader’s part.”
What is most important for any group, no matter its location or size, is having a forward-thinking leadership with operational expertise and a strong infrastructure. “If they don’t have that,” Dr. Hay says, “they may get displaced by big organizations, leaving the hospitalists locked out and scrambling for jobs.” TH