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Physician Group Shared Vision Elements Overview

Even though each employed physician group’s vision for its future is unique, these nine shared vision element categories tend to be a recurring theme. Not coincidentally, proficient accomplishment of these elements and their associated strategies predict the network’s ability to drive health system success, to be leveraged to produce value, to be perceived as an asset instead of a liability, and to become a high performing organization.

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Physician Group Shared Vision White Paper Summary

A shared vision is a view of an organization’s future state – in this case, an employed physician group – that is forged jointly by clinical and administrative leadership. HSG experiences, and published literature, validate that key administrators collaboratively creating a shared vision in concert with physician leaders and other key staff members promotes greater ownership of the vision and a greater likelihood of successfully achieving it (J. Kouzes, B. Posner, To Lead, Create a Shared Vision. Harvard Business Review, January

HSG’s Shared Vision concept creates a comprehensive, several page, descriptive narrative that clearly articulates how the organization would ideally look and function in 10-15 years. It is not a short, pithy “vision statement” that organizational members can memorize and recite in elevator conversations
or accreditation surveys. The Shared Vision document defines an idealistic future state in enough detail so that all network members can understand it and collectively work toward it – ideally through specifically developed associated strategies and tactics.

The Shared Vision is developed by a specifically created and convened Steering Committee or by an existing multidisciplinary, multispecialty network leadership group that serves this function. The Steering Committee considers the aggregated, trended inputs, viewpoints, and perspectives gleaned
through HSG-administered surveys and individual interviews to generate the initial draft vision. Once drafted, the Steering Committee then edits and revises the document to develop a preferred draft to present to the entire employed network provider membership for further critique and input. The Steering Committee considers the membership’s input and finalizes the draft.

Clearly, the resulting Shared Vision document uniquely reflects the circumstances and culture of the individual network that developed it. However, HSG has found that most Shared Vision documents contain common components that are perceived to be critical for employed provider network future success. The nine common key elements that tend to recur in client Shared Vision documents are outlined in this whitepaper.

HSG’s Physician Network: Building a Shared Vision: Your Roadmap to Success whitepaper outlines detailed information regarding the entire Shared Vision process summarized above and provides several case studies to illustrate actual client utilization. This whitepaper updates and expands the originally published common elements.

Terrence R. McWilliams, MD, FAAFP

Chief Clinical Officer and Managing Director, Employed Provider Networks