Energetic and ambitious clinicians frequently present new disruptive technologies and growth opportunities to hospital management. Far too often, established medical staff leadership respond to these replacement services with derision, as they sense that the value of their hard-fought experience is threatened. In this regard, derision is often disguised validation and may be the first indicator that the visionary physician is on to something. Truly disruptive service offerings cannot survive the scrutiny of layered medical staff structure or traditional fiscal review. Innovative hospital CEOs should take notice when a new idea is treated with derision and consider resourcing them through an alternative pathway.
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