De Brantes also lambasted some fiscal relationships involving physicians that may not only undermine their relationships with patients, but impact patient care. Physician ties to pharmaceutical, medical device or biotechnology companies that produce products they use in their practices and physician ownership of ambulatory, surgical, imaging and other freestanding facilities create potential conflicts of interest. That, de Brantes says, surely "saps" physicians' motivation, and could influence their decision-making process.
As de Brantes and I discussed his report, we talked about how hospital leadership can be involved in improving physician incentives, and push physician "motivation."
Healthcare chiefs should learn as much as they can from the private sector, particularly publicly listed corporations, de Brantes says.
"Healthcare should model itself off the private sector, [and] keep experimenting and modifying various approaches for various professionals and their organizations," de Brantes says.
His message to hospital leaders: "You should really take the CEOs, CFOs, and COOs of hospitals across the country and ship them off to Fortune 500 or Fortune 1000 companies, and shadow their counterparts in their organizations," de Brantes says. "That would be a good thing.'
"After all, let's remember that the private sector has been working on employee compensation for decades and continues to balance the incentives so that they don't get in the way of motivation," he adds.