From the SCP Health Hospital Medicine Center of Excellence
By Rodolphe Taby, MD, Chief Medical Officer, Hospital Medicine and Critical Care
The field of hospital medicine originated out of necessity, addressing inefficiencies in inpatient care by creating a dedicated role for hospitalists as care team “quarterbacks.” These clinicians were tasked with coordinating complex care plans and leading teams to achieve efficient, patient-centered outcomes.
However, over the years, the hospitalist’s role has increasingly moved toward a shift-work mentality, emphasizing task completion over leadership. This drift has unintentionally diluted the hospitalist’s authority in care coordination and adversely impacted the patient experience and overall outcomes.
But today’s hospitalists have an opportunity to pivot. By reclaiming their role as clinical leaders, hospitalists can return to the specialty’s founding vision and lead the charge toward a brighter future for hospital medicine.
The challenge of fragmented leadership
The rise of standardized protocols and team-based care models aimed to improve consistency and efficiency. Unfortunately, these approaches have contributed to lessening the leadership role of hospitalists, often leaving decision-making fragmented across various team members.
When hospitalists’ authority in care decisions is diminished, inefficiencies follow:
- Longer lengths of stay (LOS): When clear discharge plans are not set by a clinician at the outset, hospital stays often extend unnecessarily.
- Over-consultation: Without strategic hospitalist oversight, sub-specialists are often consulted inappropriately, driving up costs and complicating care.
- Patient dissatisfaction: Fragmented communication leaves patients feeling uninformed and undervalued.
By delegating key responsibilities, like discharge planning or mobility protocols, to other team members, clinicians often further exacerbate these issues. While team-based care offers valuable contributions from various disciplines, the absence of strong physician-led coordination increases the risk of inefficient and ineffective patient management.
The solution is hospitalist-led care
The key to solving these challenges lies in re-establishing hospitalists as the driving force behind care coordination. Hospitalists are uniquely positioned to take on this role due to their clinical expertise, specialized training, and comprehensive understanding of the hospital system.
Why hospitalists should lead
Hospitalists are trained to manage complex inpatient care, balancing acute needs with overarching patient health goals. Evidence shows that hospitalist-led care yields tangible benefits:
- Reduced length of stay: Studies have linked strong hospitalist leadership to shorter hospital stays, minimizing costs and improving access to care.
- Improved patient satisfaction: Patients feel more confident and cared for when a clearly defined clinical leader orchestrates their care journey
- Better resource utilization: Hospitals benefit from fewer inappropriate consultations, optimized resource allocation, and improved reputational standing due to positive patient outcomes.
Practical steps to reclaiming leadership
Hospitalists can reassert leadership by adopting actionable strategies to regain control of care coordination.
- Proactive discharge planning and next site of care determination
Establish a clear care trajectory at time of admission by outlining discharge goals. This sets expectations for all team members and ensures that the care plan is focused on resolution from the start. - Strategic consultation management
Avoid overusing consultations by addressing acute issues during hospitalization while reserving stable chronic condition management for outpatient settings. This approach minimizes unnecessary delays and keeps the care plan on track. - Effective multidisciplinary rounds (MDRs)
Lead productive rounds by asking the right questions and ensuring all team members align with the overarching care strategy. Hospitalist leadership during MDRs ensures that discussions stay focused on actionable outcomes and barriers to discharge. - Focused orders for mobility
Prevent patient deconditioning by initiating early mobility orders. Data shows that proactive intervention improves outcomes and shortens recovery times.
The future is hospitalist-led team-based care
Clinician leadership doesn’t have to come at the expense of team-based care. Instead, the future of hospital medicine lies in a model where hospitalists lead a collaborative team, including nurse practitioners (NPs), physician assistants (PAs), nursing and case management, and other sub-specialists.
Hospitalists can use technology as a tool to enhance care efficiency. AI and predictive analytics can provide data-driven insights for informed decision-making, recognizing that the ultimate clinical judgment must remain with the hospitalist clinician.
Reclaiming leadership in hospital medicine
Hospitalists are at a crossroads. By stepping back into their role as care quarterbacks, they can chart a course for more efficient, patient-centered, and sustainable health care delivery.
To make this vision a reality, hospitalists must:
- Assert leadership in multidisciplinary settings.
- Develop strategies to reduce inefficiencies through better discharge planning and appropriate utilization management.
- Advocate for technological solutions that enhance rather than detract from clinician-led care.
The time to act is now. By re-establishing their leadership role, hospitalists not only improve patient outcomes but also secure the future of hospital medicine for generations to come.
The future of hospital medicine starts with clinician leadership
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