How do you balance autonomy and teamwork when working with physicians who have varying levels of experience?

Learning to listen and understand a colleague’s point of view. Listen and then contribute to the discussion with something meaningful and even substantive. Move the dialogue forward to eventual mutual expectations. Remain open to the other remain positive about the engagement

In addition, it is important for the team to understand each other’s goals and motivations for participating. Physicians’ time is valuable and limited, so their willingness to participate is typically motivated by a reason. If everyone shares their goals at the beginning of a project, the team will approach the project united by an understanding of each other even if personal goals are different. Level-setting goals and expectations helps the team determine when autonomy, leadership, and collaboration is necessary to accomplish the end goals. A more seasoned physician leader may share the same motivation as a newer physician and that introduces an opportunity for mentoring and collaboration.

first off all each person should understand his role and privilages second apply protocols and guide lines for emergency cases 3rd continous medical education by lectures and others 4th monthly morbidity mortality meeting working as a group to avoid recurrent mistake

Understanding each other's roles in healthcare helps us work together better. Experienced doctors can lead, while newer doctors can bring new ideas. Valuing each other's strengths create a supportive team that provides great patient care.

Physician autonomy has suffered as healthcare has rapidly evolved in the past decade, so I find listening to physicians concerns critical. Naturally they look to the ‘system’ to resolve system issues. Fortunately there is a wealth of information out there on wellness, and coaching that really point to a couple of critical steps in working with physicians. 1. Really listen to their concerns, all of them, even the ones you as a leader have no control over. 2. Put those concerns into the spheres of control, influence and concern for yourself and the physician colleague. This will shift perspective and support the active voice and autonomy of the physician in co-creating solutions. 3. Finally build a team of leaders to support the work.

Create an open environment where everyone feels comfortable sharing ideas. Mix formal meetings with casual chats to keep info flowing.

Effective communication is crucial for healthcare teams. Open and honest dialogue is essential for physicians at all levels. Mentorship and knowledge sharing should be encouraged. A balance between individual decision-making and teamwork is necessary.

Mentorship is invaluable for professional growth. Experienced physicians should share their knowledge with less experienced colleagues. Create a culture of learning and development.

Am issue that is arising, which I have experienced through my training, was the decline in mentors facilitating differences in their own style, impressions and methods and those of their trainee. A quality mentor will recognize those differences, caution against risks that may be associated with them, and foster their incorporation of style/method from other mentors they will meet along the way. A beauty of training is becoming a mosaic of things you liked from mentors, and evasion of aspects you don't, yielding a unique, Physician. Mentors should foster mosaicism, not force a trainee to be their clone. None are the same, and if your way is the only way? Then that means another's is wrong. An presumption we should try to avoid at all costs.

I think most importantly is set up your expectations from each depending upon their education, their experience their interest in academics in day-to-day practice and their dedication passion for the work . You will always find some very advanced in their knowledge, keeping themselves up-to-date. Naturally, you have high set up of discussions with them. You know some physicians may not have inclination for this and are happy to serve only the patients with whatever their knowledge during post graduation. So you work with them, obviously in a different way, though it’s very important to motivate them from time to time.

Setting clear expectations is crucial for avoiding misunderstandings. Define goals, roles, and deadlines clearly. Ensure everyone is aligned and working towards the same objectives.

Setting clear expectatitons will design the coworking. Someone who knows what they want from him/her will give better responses.

Engaging providers, seeking their expertise on their approach to meeting goals and sharing experiences with others at a round table will help drive the organization to goal. Those providers who are more seasoned may provide insight to others while a fresh perspective from a newer provider can help a seasoned provider think outside their norm. When they start engaging with each other, leaning on each others expertise, they will find a common ground and work together to meet goals.

An example I have seen is the ,clearer goals and delegations ,merrier companies and mutual understanding leads to a culture of harmony ,eventually leading to a broader and greater gains

Shared goals unite the team and create a sense of purpose. Focus on patient care and outcomes. Encourage collaboration and cooperation.

Effective leadership adapts to the team's needs. Balance support and autonomy. Empower team members while providing guidance and direction.

Adaptive leadership is key to a well managed team in any sense, especially teams with varying levels of experience. Decisions in this setting can mean life or death and the team dynamic must support collaboration. Leadership must be flexible enough to empower experienced professionals while providing guidance to those still developing their expertise. Leaders also need to focus on support staff and team cohesion. Support staff can see how different each physician practices and provide feedback and ideas based on how others are doing things. As physicians are learning and growing they rely heavily on their peers, but they all have more demands on their time. A well trained support staff can help bridge the gap between provider competencies.

Understanding the strengths and weaknesses of each team member is essential for optimizing performance. Assign tasks accordingly and provide support where needed.

In my experience balancing autonomy and teamwork is not a one-size-fits-all approach. It requires ongoing adjustment and a willingness to adapt to the evolving needs of the team and the organization. By fostering a culture of trust, communication, and continuous improvement, we can achieve a harmonious balance that drives success.

I usually find that people know the answer to their own questions, I just need to help to tease it out of them and facilitate their understanding.