Leadership Development for Physicians in Academic Health Centers

  • On-Site
  • October 315, 2021
  • $9,500
  • On-Site
  • October 24, 2021November 5, 2021
  • $9,500

Harvard Longwood Campus, Boston, MA

Couldn’t ask for a more organized and thoughtful look at leadership, organizational issues, and topics facing us currently and in the future.
  • —Patrick Ha, MD
  • Physician, University of California, San Francisco

Program Overview

Academic health centers in the United States are experiencing unprecedented disruption and change as a result of the COVID-19 pandemic. Now more than ever, institutions need physicians in leadership who have the skills and experience to lead in complex and ever-changing environments.

For over forty years Harvard has conducted intensive two-week executive development programs designed specifically to enhance the leadership and management skills that have become even more vital in today’s health care climate. Leadership Development for Physicians in Academic Health Centers is designed to serve a wide array of physician leaders. It convenes medical directors and chiefs of divisions from academic health centers together with an interdisciplinary faculty team for two weeks of intensive and systematic study of the critical leadership and management issues faced by physicians in administrative positions and academic health centers.

Curriculum

The curriculum is organized around the following interrelated courses taught by a faculty experienced in executive education for physicians and other key decision-makers in the health system:

  • Competitive Strategy
  • Financial Analysis
  • Operations Management
  • Organizational Issues
  • Conflict Resolution and Negotiation
  • Leadership
  • Health Care Policy

A carefully integrated curriculum permits participants to examine fundamental leadership and managerial issues from the perspective of several disciplines. The overriding purpose for learning concepts, techniques and skills in any of the management disciplines in this program is to understand their managerial use and limitations.

Teaching Methods

The principal method of instruction in the program is the case method, a technique pioneered and refined at the Harvard Business School. Most of the cases present actual problem situations familiar to physicians in administrative positions at academic health centers.

The case method confronts the participant with an actual management problem, halted at a point where decisions must be made, and empowers the participant to choose a course of action.

Participants go through a three-step study process. First, participants study each case independently. Then they meet in small discussion groups to test their individual analysis against those of their peers. Lastly, the entire class discusses the case, with the professor as a catalyst and guide. The professor points out considerations the class has overlooked; elicits from participants the lessons of experience; pursues each line of investigation to its conclusion; and finally, summarizes the discussion and draws out the major lessons it has taught.

Assigned readings and guest lecturers supplement and augment the use of cases. In addition, an important part of the learning process occurs during the informal exchange of insights and experience among participants and between participants and faculty.

Program Objectives

The program’s overall objective is to enhance and develop participants’ leadership abilities and effectiveness. This is accomplished by providing: increased understanding of their responsibilities as leaders; perspective on the critical leadership and management issues they face; and understanding and awareness of concepts and techniques relevant to management.

Upon Completion of the Program, Participants Will Have Gained:

  • Increased understanding of the responsibilities and tasks of leaders in complex institutions
  • Broader appreciation of the challenges and changes occurring in academic medical centers and the implications for their own institution and service or area of responsibility
  • New perspectives on issues they face currently and on those which arise in the future
  • Knowledge of relevant concepts and techniques in several key management disciplines
  • New methods to analyze problems and an enhanced capacity to identify the critical questions
  • Greater effectiveness as unit and institutional leaders in formulating and implementing initiatives and managing change

Credits and Logistics

Accommodations

October 2021

Please check back for updated information.

October 2021

Please check back for updated information.

Continuing Education Credit

Harvard T.H. Chan School of Public Health will grant Continuing Education Units (CEUs) for this program. Specific credit counts will be published when available; please check back for updated information.

All credits subject to final agenda.

All participants will receive a Certificate of Participation upon completion of the program.

Faculty

Current faculty, subject to change.

Mary C. Finlay, MBA

Program Director

Lecturer
Division of Policy Translation and Leadership Development
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health

Bonnie Blanchfield

Faculty

Harvard T.H. Chan School of Public Health

Arnold M. Epstein, MD, MA

Faculty

Chair and John H. Foster Professor of Health Policy and Management
Harvard. T. H. Chan School of Public Health

Leonard J. Marcus, PhD

Faculty

Director
Program for Health Care Negotiation and Conflict Resolution
Harvard T.H. Chan School of Public Health
Co-Director
National Preparedness Leadership Initiative
Harvard T.H. Chan School of Public Health & Harvard Kennedy School of Government
Lecturer on Public Health Practice
Division of Policy Translation and Leadership Development
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health

John E. McDonough, DrPH, MPA

Faculty

Professor of Public Health Practice
Department of Health Policy and Management
Director, Center for Executive and Continuing Professional Education
Harvard T.H. Chan School of Public Health

Eric J. McNulty, MA

Faculty

Associate Director
Program for Health Care Negotiation and Conflict Resolution
Harvard T.H. Chan School of Public Health

Laurie S. Pascal, MBA, MPH

Faculty

Senior Lecturer on Health Management
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health
President
Pascal Consulting

Jordan S. Peck, PhD

Faculty

Senior Director
MaineHealth Department of Quality and Safety
MaineHealth and Maine Medical Center

Cecelia E. Schmalbach, MD, MSc, FACS

Faculty

David Myers, MD Professor and Chair
Department of Otolaryngology - HNS
Temple University School of Medicine/Temple University Health System
David Myers, MD Professor and Chair of Otolaryngology­ - Head & Neck Surgery
Temple University School of Medicine Temple University Health System

Jeremiah Schuur, BA, MD, MHS

Faculty

Physician-in-Chief
Emergency Medicine
The Miriam Hospital
Physician-in-Chief
Newport Hospital
Professor and Chair, Department of Emergency Medicine
Alpert Medical School, Brown University
President
Emergency Medicine
Brown Emergency Medicine
Physician-in-Chief
Emergency Medicine
Hasbro Children's Hospital

Theodore J. Witherell, MA

Faculty

Senior Director of Talent Management & Organization Development
Partners HealthCare System, Inc.
Adjunct Faculty
Harvard T.H. Chan School of Public Health

Agenda

This agenda is subject to change.

Sunday, October 3, 2021
3:00–4:00 pm Final Registration Hilton Boston Back Bay
4:30–5:15 pm Opening Meeting Hilton Boston Back Bay
5:15–7:30 pm Cocktail Reception and Dinner
7:30–9:30 pm Study Time
Monday, October 4, 2021
8:15–9:00 am Discussion Groups
9:00–9:30 am Introduction to Week One (Technology Orientation)
9:30–10:45 am L1: What is Leadership?
10:45–11:15 am Refreshment Break
11:15 am–12:30 pm IS1: What is Strategy?
12:30–1:30 pm Lunch
1:30–2:45 pm OM1: Operations Analysis
Tuesday, October 5, 2021
8:15–9:15 am Discussion Groups
9:15–9:30 am Coffee Break
9:30–10:45 am FA1: The Nature and Use of Cost Information
10:45–11:15 am Refreshment Break
11:15 am–12:45 pm L2: Through the Looking Glass: Understanding Organizations
12:45–1:45 pm Lunch
1:45–3:00 pm OM2: Improving Patient Flow and Simulation
Wednesday, October 6, 2021
8:15–9:00 am Discussion Groups
9:00–9:15 am Coffee Break
9:15–10:30 am FA2: Financial Management and Control II: Alternative Choice Decisions
10:30–11:00 am Refreshment Break
11:00 am–12:15 pm IS2: Strategy Formulation
12:15–1:15 pm Lunch
1:15–2:45 pm HP1: Understanding Policy and Desegregation of US Hospitals in 1966
Thursday, October 7, 2021
8:15–8:45 am Discussion Groups
8:45–9:00 am Coffee Break
9:00–10:45 am Leading Teams & Group Decision Making: The Value of Leaders
10:45–11:15 am Refreshment Break
11:15 am–12:15 pm Leading Teams & Group Decision Making: The Value of Leaders (Continued)
12:15–1:15 pm Lunch
1:15–2:30 pm OM3: Productivity and Process Improvement
Friday, October 8, 2021
8:15–9:15 am Discussion Groups
9:15–9:30 am Coffee Break
9:30–10:45 am IS3: Strategic Planning Organizational Level
10:45–11:15 am Refreshment Break
11:15 am–12:30 pm OM4: Managing Quality of Care and Reengineering
12:30–1:30 pm Lunch
1:30–2:45 pm FA3: Special Pricing Decisions
2:45–3:00 pm Week Two Orientation
3:00–3:15 pm Week Two Discussion Group Leader's Meeting
6:00–7:00 pm Reception at the Colonnade
7:00–7:15 pm Travel to the MFA
7:15–9:15 pm Dinner at MFA
9:00–9:15 pm First Bus Back
10:00–10:15 pm Second Bus Back
Saturday, October 9, 2021
8:15–8:45 am Discussion Groups
8:45–9:00 am Coffee Break
9:00–10:15 am OM5: Executing a Quality Strategy
10:15–10:45 am Refreshment Break
10:45 am–12:15 pm HP2: Understanding Policy Change and the Affordable Care Act
12:15–1:00 pm Bag Lunch
Monday, October 11, 2021
8:00–8:15 am Coffee Break
8:15 am–12:30 pm CR1: You as Negotiator, Conflict Resolver, and Meta-Leader
12:30–1:30 pm Lunch
1:30–3:00 pm L3-Journey from Physician to Leader
Tuesday, October 12, 2021
8:15–8:45 am Discussion Groups
8:45–9:00 am Coffee Break
9:00–10:15 am FA4: Financial Management and Control IV: Measuring and Reporting Variances
10:15–10:45 am Refreshment Break
10:45 am–12:45 pm Leading Teams & Group Decision Making: The Value of Teams
12:45–1:45 pm Lunch
1:45–2:45 pm Leading Teams & Group Decision Making: The Value of Teams (Continued)
Wednesday, October 13, 2021
8:15–9:00 am Discussion Groups
9:00–9:15 am Coffee Break
9:15–10:45 am L4: Managing Others: Having Difficult Conversations
10:45–11:15 am Refreshment Break
11:15 am–12:30 pm FA5: Management Control V: The Management Control Reports
12:30–1:30 pm Lunch
1:30–2:45 pm IS4: Strategic Planning
Thursday, October 14, 2021
8:15–9:00 am Discussion Groups
9:00–9:15 am Coffee Break
9:15–10:45 am HP3: Understanding Medicare Payment Reform (MACRA)
10:45–11:15 am Refreshment Break
11:15 am–12:30 pm L5: Managing Change and Transition
12:30–1:30 pm Lunch
1:30–2:45 pm FA6: Financial Management and Control VI: System Design and Implementation
6:30–7:00 pm Travel to Harvard Faculty Club
7:00–9:15 pm Reception and Dinner
Friday, October 15, 2021
8:15–8:30 am Coffee
8:30–9:45 am IS5: Disruptive Innovation
9:45–10:15 am Refreshment Break
10:15–11:15 am L6: What's in Your Leadership Toolbox?
11:15 am–12:00 pm Bringing the Learning Home
12:00–12:00 pm Program Adjournment/Bag Lunch

Who Should Apply

The program is designed for physicians in administrative leadership positions in academic health centers, who lead a clinical division and report directly to the chair of their department. Potential participants include individuals in positions such as chief of a clinical division within a major clinical department, vice chair of a clinical department, medical director with similar responsibilities as a division chief, and associate dean for clinical affairs. Participants will be selected with a view to ensuring an appropriate mix and balance in the class.

Application and Admission

Early application is encouraged. Qualified candidates are admitted on a rolling, space-available basis, and programs often fill early. The priority deadline is May 1, 2021, but we continue to accept applications until the program reaches capacity. No payment is due at the time of application. Applicants who are admitted to the program are required to pay the program fee to reserve their place.

Because this is a full-time, residential program and because of the cumulative and interactive nature of the educational experience, applicants who are accepted must plan and agree to attend and participate in all sessions of the program.

Program Organization

Classes and discussion groups are scheduled six days a week, Monday through Saturday. Preparation for classes averages six hours a day. Registration is scheduled for 3:00 – 4:00 pm on the opening Sunday of the program. The following Sunday is free except for cases to be prepared for Monday’s classes. The program concludes on the second Friday at 2:00 pm. Participants are required to free themselves of professional and family responsibilities for the period of the program so that full attention can be devoted to the educational experience.

How to Apply

For your convenience you may review the list of application questions for the program. We advise applicants to prepare their answers in a word document and then cut and paste them into the online application in order to avoid losing their work in the unlikely event of a technical difficulty. Once your answers have been prepared and you are ready to continue with the application process please click the “apply now” button above. Thank you for your cooperation, we look forward to reviewing your application.