Leadership Development for Physicians in Academic Health Centers

October 8 – 20, 2017

  • $7,400

October 29, 2017November 10, 2017

  • $7,400

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

Program Overview

Academic health centers in the United States are experiencing major change as a result of the effects of health reform and financial pressures. In addition to the restructuring of the clinical enterprise, academic centers are being challenged to sustain their academic missions and priorities in the face of resource constraints. In order to tackle these challenges, institutions need physicians in administrative positions at all levels who can provide leadership and thoughtful managerial initiatives.
For over thirty-five years Harvard has conducted the Program for Chairs of Clinical Services (PCCS), an intensive two-week executive development program designed specifically for chairs of clinical departments in major teaching hospitals. During that time, chairs of service in all the major specialties, from institutions in all regions of the United States, have participated in the PCCS program and highly rated this unique education program.

To assist academic institutions in meeting the challenges noted above, Harvard launched a companion program, Leadership Development for Physicians in Academic Health Centers, to serve a wider array of physician leaders. This program was developed for physicians (who are not chairs of clinical divisions) who are interested in a rigorous leadership development and management education program.

The program aims to convene 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 some of the critical leadership and management issues which face physicians in administrative positions and academic health centers.

Curriculum

The curriculum of the Program 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:

  • Institutional Strategy
  • Financial Analysis
  • Management of Operations
  • Clinical Performance Management
  • Organizational Issues
  • Conflict Resolution and Negotiation

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 forces 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. Finally, the entire class discusses the case, with the professor as 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: broader understanding of their responsibilities as leaders; perspective on some of 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, Fees, and Logistics

Accommodations

Please return to this page for updated reservation information.

For directions to the school, click here.

Continuing Education Credit

The Harvard T.H. Chan School of Public Health is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide Continuing Medical Education for physicians.

The Harvard T.H. Chan School of Public Health Executive and Continuing Professional Education designates this educational activity for a maximum 50 AMA PRA Category 1 Credit(s)™. Physicians should only claim credit commensurate with the extent of their participation in the activity.

What is Included in the Fee?

  • Lunches, refreshment breaks and teaching materials.
  • Dinner on selected dates
  • Comprehensive reference materials
  • Harvard T.H. Chan School of Public Health certificate of participation
  • Continuing Medical Education credits

Faculty

Current faculty, subject to change.

Mary 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

Martin P. Charns, DBA

Faculty

Director
Center for Healthcare Organization and Implementation Research
United States Department of Veterans Affairs
Professor of Health Policy and Management
Boston University 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

David G. Javitch, PhD

Faculty

Adjunct Assistant Professor in Organizational Behavior
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health
Assistant Professor, Retired
Department of International Health
Boston University School of Public Health
President
Javitch Associates

Allen B. Kachalia, MD, JD

Faculty

Chief Quality Officer
Brigham and Women's Hospital
Associate Professor
Health Policy and Management
Harvard T.H. Chan School of Public Health
Associate Professor of Medicine
Harvard Medical School

Nancy M. Kane, DBA

Faculty

Professor of Management
Department 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
Co-Director
National Preparedness Leadership Initiative
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

Vinod K. Sahney, PhD

Faculty

Adjunct Professor of Health Policy and Management
Harvard T.H. Chan School of Public Health
Senior Fellow
Institute for Healthcare Improvement
Distinguished University Professor of Industrial Engineering and Operations Research
Northeastern University

Kenneth F. Sands, MD

Faculty

Chief Quality Officer
Beth Israel Deaconess Medical Center
Associate Professor of Medicine
Harvard Medical School

Sara J. Singer, PhD, MBA

Faculty

Associate Professor
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health
Associate Professor
Department of Medicine
Harvard Medical School
Assistant in Health Policy
Mongan Institute for Health Policy
Massachusetts General Hospital
Associate Faculty
Ariadne Labs
Affiliate Investigator
Center for Healthcare Organization and Implementation Research
VA Boston Healthcare System

David W. Young, DBA

Faculty

President and CEO
The Crimson Group, Inc.
Professor of Accounting and Control, Emeritus
Boston University

Agenda

This agenda may be subject to change.

Sunday, October 8, 2017 Wednesday, October 11, 2017
11:30 am–12:45 pm OM2: Reimbursement Reform and ACOs
12:45–1:45 pm Lunch
1:45–3:00 pm OI2B: Managing Group Decision Making
3:00–3:45 pm Completion of the SDI Instrument
Thursday, October 12, 2017
8:15–9:15 am Discussion Groups
9:30–11:00 am HP1: Understanding Medicare Payment Reform
11:00–11:30 am Refreshment Break
11:30 am–12:45 pm FA3: Special Pricing Decisions
12:45–1:45 pm Lunch
1:45–3:00 pm OM3: Managing Quality of Care and Reengineering
Friday, October 13, 2017
8:15–9:00 am Discussion Groups
9:15–10:30 am OM4: Executing a Quality Strategy
10:30–11:00 am Refreshment Break
11:00 am–12:15 pm IS3: Strategy Implementation
12:15–1:15 pm Lunch
1:15–2:45 pm OI3: SDI Instrument
2:45–3:00 pm Week Two Orientation
6:00–7:00 pm Reception
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 14, 2017
8:15–9:00 am Discussion Groups
9:15–10:30 am IS4: Strategic Positioning
10:30–11:00 am Refreshment Break
11:00 am–12:15 pm FA4: Measuring and Reporting Variance
12:15–12:30 pm Bagged Lunch
Monday, October 16, 2017
8:15–9:30 am CR1: Negotiation and Conflict Resolution
9:30–9:45 am Break
9:45–11:00 am CR2: Meta-Leadership in Practice
11:00–11:15 am Break
11:15 am–12:30 pm CR3: Negotiation Agreement
12:30–1:30 pm Lunch
1:30–3:00 pm HP2: Understanding Policy and Desegregation
Tuesday, October 17, 2017
8:15–9:00 am Discussion Groups
9:15–10:30 am CP1: Organizational Factors
10:30–11:00 am Break
11:00 am–12:15 pm FA5: Management Control Reports
12:15–1:15 pm Lunch
1:15–2:30 pm IS5: Strategic Planning
Wednesday, October 18, 2017
8:15–9:00 am Discussion Groups
9:15–10:30 am OM5: Managing Productivity Improvement
10:30–11:00 am Break
11:00 am–12:15 pm CP2: Managing Adverse Events
12:15–1:15 pm Lunch
1:15–2:30 pm CP3: Leveraging Transparency
Thursday, October 19, 2017
8:15–9:00 am Discussion Groups
9:15–10:45 am HP3: Understanding Policy Change and ACA
10:45–11:15 am Break
11:15 am–12:30 pm FA6: Integrating with Strategy and Operations
12:30–1:30 pm Lunch
1:30–2:45 pm IS6: Performance Management
6:30–7:00 pm Travel to Harvard Faculty Club
7:00–9:15 pm Reception and Dinner
Friday, October 20, 2017
8:15–9:00 am Discussion Groups
9:15–10:45 am OI4: Departmental Organization
10:45–11:15 am Break
11:15 am–12:30 pm OI5: Managing Change
12:30–1:00 pm Program Evaluation
1:00–1:30 pm Bagged Lunch

Who Should Participate

The Program is designed for physicians in administrative leadership positions in academic health centers. 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, and associate dean for clinical affairs. Participants will be selected with a view to ensuring an appropriate mix and balance in the class.

Past Participants Have Attended from These Institutions (Partial List)

Albert Einstein College of Medicine, Bronx, NY
Baylor College of Medicine, Houston, TX
Boston Children’s Hospital, MA
Brigham and Women’s Hospital, Boston, MA
Children’s Hospital Medical Center, Cincinnati, OH
Dartmouth-Hitchcock Medical Center
Duke University Medical Center
Emory University School of Medicine
Hawaii State Hospital
Henry Ford Health System, Detroit, MI
Howard University Hospital
Johns Hopkins Medical Institutions
Massachusetts General Hospital, Boston, MA
Mayo Clinic, Rochester, MN
McGill University Health Center
Medical College of Georgia
Medical College of Wisconsin, Milwaukee, WI
Memorial Sloan-Kettering Cancer Center, NY
Mount Sinai School of Medicine, NY
National Institutes of Health, Bethesda, MD
New York Presbyterian Hospital
Northwestern University Medical Center
Penn State University College of Medicine
Robert Wood Johnson Medical School, NJ
Stanford University Medical Center
SUNY at Stony Brook, NY
The Children’s Hospital of Philadelphia, PA
The Methodist Hospital, Houston, TX
The Ohio State University, Columbus, OH
University Hospital of Zurich, Switzerland
University Hospitals of Cleveland
University of Arizona, Tucson, AZ
University of British Columbia
University of California, Davis
University of California, Irvine
University of California, San Diego
University of California, San Francisco
University of Chicago
University of Florida, Gainesville
University Health Network, Toronto
University of Iowa Hospitals and Clinics
University of Kentucky College of Medicine
University of Massachusetts Medical School
University of Michigan Medical Center
University of Missouri, Columbia, MO
University of North Carolina, Chapel Hill, NC
University of Pennsylvania Medical Center
University of Pittsburgh School of Medicine
University of Rochester
University of Texas Medical Branch, Galveston
University of Utah School of Medicine
University of Vermont College of Medicine
University of Virginia Health System, Charlottesville, VA
University of Washington, Seattle, WA
University of Wisconsin Medical School
UT Southwestern Medical Center at Dallas
Vanderbilt University Medical Center, TN
Wake Forest University Medical School, NC
Washington University, St. Louis
Yale University School of Medicine

Application and Admission

Completed applications should be submitted by June 30, 2017.
Applications received after that date will be considered subject to space availability. 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. You may apply either by mail or online.

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.