For supply chain professionals, the first step to engaging physicians and bridging the communication gap is to better understand what makes them tick. Use that knowledge to get them engaged before you need to tap their clinical expertise for mission-critical projects.
In healthcare, the communication gap between supply chain professionals and practicing physicians is legendary—the one side held accountable primarily for costs and the other on what works for them in real-world clinical settings. But value-based payment models are prompting conversations between the purchasers and users of products to better align their interests around what’s best for patients.
The dialogue will be more constructive, and result in more “sticky” quality improvements, if the folks in supply chain better understand a few common characteristics of their would-be collaborators:
- Money is not their only motivator. Doctors, like anyone else, want to be compensated for their time on the job. But their bigger interest is providing the best care possible to patients. They want a voice in those discussions, to know how their input will create positive change and to have that contribution celebrated. Start by familiarizing yourself with your hospital’s annual goals and the legitimate roles physicians can play in their achievement.
- The interests and passions of physicians suggest how to engage them. Do your homework—e.g., read their CV, visit their website, and talk to their peers and colleagues—and you will find clues. Physicians with an MBA who are quick to try new products would be a good fit for new technology reviews, or possibly to serve as a committee chair. Those who are active in clinical societies and slow to adopt new products might be better suited to analyzing data or weighing in on clinical evidence reviews.
- Physicians are data-driven. They will act on objective data and evidence, but be prepared to answer their questions about the source of the information and its veracity. Data is what they need to really hear your story and, if need be, alter their practice patterns.
- They don’t know as much about supply chain as you might think. You’re the procurement expert and they know it. Look for opportunities to educate physicians about what you do, how you do it, the pressures you’re under—and what’s trending at your facility and in the market at large—to find common ground.
- They’ll engage when you need them if you’ve already worked on the relationship. Reach out to physicians early and often, so when you really need their involvement on a project it’s an easy ask. But don’t do it in the OR—that’s their territory and not the place for conversations about supply costs. Find a neutral setting, such as a conference room or cafeteria, where they can safely put their guard down.
My final piece of advice is to look for quick wins, such as engaging physicians to demo a product or review a clinical trial. Be sure to track the impact and applaud their participation. Don’t be surprised if you end up having to set term limits on longer-term projects to make way for new blood.
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