Effects of 2 Forms of Practice Facilitation on Cardiovascular Prevention in Primary Care: A Practice-randomized, Comparative Effectiveness Trial.

BACKGROUND: Effective quality improvement (QI) strategies are needed for small practices. OBJECTIVE: The objective of this study was to compare practice facilitation implementing point-of-care (POC) QI strategies alone versus facilitation implementing point-of-care plus population management (POC+PM) strategies on preventive cardiovascular care. DESIGN: Two arm, practice-randomized, comparative effectiveness study. PARTICIPANTS: Small and mid-sized primary care practices. INTERVENTIONS: Practices worked with facilitators on QI for 12 months to implement POC or POC+PM strategies. MEASURES: Proportion of eligible patients in a practice meeting "ABCS" measures: (Aspirin) Aspirin/antiplatelet therapy for ischemic vascular disease, (Blood pressure) Controlling High Blood Pressure, (Cholesterol) Statin Therapy for the Prevention and Treatment of Cardiovascular Disease, and (Smoking) Tobacco Use: Screening and Cessation Intervention, and the Change Process Capability Questionnaire. Measurements were performed at baseline, 12, and 18 months. RESULTS: A total of 226 practices were randomized, 179 contributed follow-up data. The mean proportion of patients meeting each performance measure was greater at 12 months compared with baseline: Aspirin 0.04 (95% confidence interval: 0.02-0.06), Blood pressure 0.04 (0.02-0.06), Cholesterol 0.05 (0.03-0.07), Smoking 0.05 (0.02-0.07); P<0.001 for each. Improvements were sustained at 18 months. At 12 months, baseline-adjusted difference-in-differences in proportions for the POC+PM arm versus POC was: Aspirin 0.02 (-0.02 to 0.05), Blood pressure -0.01 (-0.04 to 0.03), Cholesterol 0.03 (0.00-0.07), and Smoking 0.02 (-0.02 to 0.06); P>0.05 for all. Change Process Capability Questionnaire improved slightly, mean change 0.30 (0.09-0.51) but did not significantly differ across arms. CONCLUSION: Facilitator-led QI promoting population management approaches plus POC improvement strategies was not clearly superior to POC strategies alone.

Playing Well With Others: The Challenge of Academic and Community Radiology Practice Integration.

OBJECTIVE. In this article, we review models for clinical integration across the full spectrum of radiologic services in merged health systems that include both academic and community practice components. We also discuss the issues involved in the integration of disparate practice models and reward systems for both the community radiology group and the academic faculty practice group. CONCLUSION. Although we see advantages to the current trends in mergers and acquisitions within academic radiology, it remains to be seen whether academic and community practice radiology groups can truly work and play well together.

Beyond hybrid professionals: evidence from the hospital sector.

BACKGROUND: The involvement of doctors in managerial roles seems to be the solution to reducing the friction between traditional professionalism and modern organizational paradigms. However, these "hybrid" professionals responded in different ways to these conflicting demands, and we need to better understand the contextual factors that explain such variation. METHODS: The paper studies hybrid professionals in a hospital characterized by numerous organizational changes. The site is located in Italy, a country in which healthcare organizations have been exposed to managerial reforms for years but where the degree to which professionals embraced management varies. A longitudinal case study was performed that involved gathering data through multiple sources of evidence to understand the complex organizational dynamics that take place in the hospital. RESULTS: The analysis shows that the taking up of hybrid managerial roles is enabled by a number of interrelated features of the social/organizational context. Professionals willing to become hybrids were favored by the support provided by the organization. While for those doctors initially more reluctant towards medical management, distinctive contextual factors, in particular, the presence of space for interaction with colleagues within the professional domains but beyond disciplinary boundaries, was of key importance. This second group also proved capable of interiorizing organizational values and practices in a reconfigured way. CONCLUSIONS: In order to understand hybridization, it is necessary to look beyond hybrids at the context surrounding them. This study provides evidence for scholars and practitioners willing to understand how medical management is evolving and how this transition can be supported, and it contributes to the literature on hybrid managers by showing how contexts facilitating social interactions enable professionals' hybridization. TRIAL REGISTRATION: The article does not report the results of a health care intervention on human participants, and material used in the research did not need ethical approval according to Italian law.

How are Electronic Health Records Associated with Provider Productivity and Billing in Orthopaedic Surgery?

BACKGROUND: Electronic health records (EHRs) have become ubiquitous in orthopaedics. Although they offer certain benefits, they have been cited as a factor that can contribute to provider burnout. Little is known about the degree to which EHR adoption is associated with provider and practice characteristics or outpatient and surgical volume. QUESTIONS/PURPOSES: (1) What was the rate of EHR adoption in orthopaedics and how are physician and practice characteristics associated with adoption? (2) How is EHR adoption related to outpatient productivity? (3) How is EHR adoption associated with surgical volume? METHODS: We conducted this retrospective analysis by linking three publicly available Medicare databases, which we chose for their reliability in reporting because they are provided by a government-funded entity. We included providers in the 2016 Physician Compare dataset who reported a primary specialty of orthopaedic surgery. The EHR adoption status for these providers between 2011 and 2016 was determined using the Meaningful Use Eligible Professional public use files, which we chose to standardize both adoption and usage of EHRs. Provider characteristics, from the Physician Compare dataset, were compared between non-adopters, early adopters (who adopted EHR in 2011 and 2012), and late adopters (2016) using a multivariate logistic analysis, due to the binary nature of the dependent variable (adoption). To measure productivity and billing, we used the 2012 and 2016 Medicare Utilization and Payment datasets. To measure productivity before and after EHR adoption, we compared the number of services for select Current Procedural Terminology codes between 2012 and 2016 for providers who first adopted EHR in 2013, and performed the same comparison for non-adopters for the same years. Paired t-tests were used where volume in 2012 and 2016 were being compared, and multivariate analysis was performed. RESULTS: By 2016, 10,904 of 21,484 orthopaedic providers (51%) had adopted EHRs, with an increase from 8% to 46% during the incentive phase (2011 to 2014) and an increase from 44% to 51% during the penalty phase (2015 to 2016). After analyzing factors associated with adoption, it was most notable that for every additional year since graduation, the odds of adopting EHR later increased by 4.14 (95% confidence interval 4.00 to 4.33; p < 0.001). After adoption, providers who adopted EHRs increased the mean number of Medicare outpatient visits per year from 439 to 470 (mean difference, increase of 31 procedures [95% CI 24 to 39]; p < 0.001), and providers who did not use EHRs decreased from 378 to 368 visits per year (median difference, decrease of 10 procedures [95% CI 8.0 to 12.0]; p < 0.001). EHR was not associated with billing for Level 4-5 visits, after adjusting for practice size and pre-adoption volumes (p = 0.32; R = 0.51). EHR adoption was not associated with surgical volume for 10 of 11 common orthopaedic procedures. However, two additional TKA procedures annually could be attributed to EHR adoption, when compared with non-adopters (p = 0.03; R = 0.65). After adoption, orthopaedic surgeons increased their annual TKA volume from 42 to 48 (mean difference, increase of 6 [95% CI 4.0 to 7.0]; p < 0.001), while non-adopting orthopaedic surgeons increased their annual surgical volume for TKA from 28 to 30 (median difference, increase of 2 [95% CI 2.0 to 4.0]; p < 0.001). CONCLUSIONS: In orthopaedics, the Health Information Technology for Economic and Clinical Health (HITECH) Act resulted in approximately half of self-reported orthopaedic surgeons adopting EHR from 2011 to 2016. Considering the high cost of most EHRs and the substantial investment in adoption incentives, this adoption rate may not be sufficient to fully realize the objectives of the HITECH Act. Diffusion of technology is a vast field of study within social theory. Prominent sociologist Everett M. Rogers details its complexity in Diffusion of Innovations. Diffusion of technology is impacted by factors such as the possibility to sample the innovation without commitment, opinion leadership, and observability of results in a peer network, to name a few. Incorporating these principles, where appropriate, into a more focused action plan may facilitate technological diffusion for future innovations. Lastly, EHR adoption was not associated with higher-level billing or surgical volume. This might suggest that EHRs have not had a meaningful clinical benefit, but this needs to be further investigated by relating these trends to patient outcomes or other quality measures. LEVEL OF EVIDENCE: Level III, therapeutic study.

Adapting a Technology-Based Implementation Support Tool for Community Mental Health: Challenges and Lessons Learned.

With mental health services shifting to community-based settings, community mental health (CMH) organizations are under increasing pressure to deliver effective services. Despite availability of evidence-based interventions, there is a gap between effective mental health practices and the care that is routinely delivered. Bridging this gap requires availability of easily tailorable implementation support tools to assist providers in implementing evidence-based intervention with quality, thereby increasing the likelihood of achieving the desired client outcomes. This study documents the process and lessons learned from exploring the feasibility of adapting such a technology-based tool, Centervention, as the example innovation, for use in CMH settings. Mixed-methods data on core features, innovation-provider fit, and organizational capacity were collected from 44 CMH providers. Lessons learned included the need to augment delivery through technology with more personal interactions, the importance of customizing and integrating the tool with existing technologies, and the need to incorporate a number of strategies to assist with adoption and use of Centervention-like tools in CMH contexts. This study adds to the current body of literature on the adaptation process for technology-based tools and provides information that can guide additional innovations for CMH settings.

Integrating Physician Practice Management Courses Into Health Administration Curricula.

In today's health care industry, physicians face considerable regulatory and social trends that compel them to modify their practices-and these changes will continue throughout their careers. Emerging reimbursement systems are increasingly tying payment to quality metrics. To appropriately obtain and report patient data to payors, physician practices should adopt electronic health records. Physician practices have the opportunity to complete a clinical care redesign that meets the requirements of health care reform's focus on value-based care. With the shift toward value, patients are taking an active participation in their health care and are moving away from being patients to becoming consumers who demand transparency in their health care and costs. Social media platforms allow physician practices to market to and interact with their patients. In addition to these reforms and social trends, physician practices face the challenge of caring for an aging US population. With these challenges and trends, physicians are increasingly relying on physician practice managers to take on administrative duties. By incorporating physician practice management into health care-related programs, not only will health care programs' curriculum remain relevant to current and future health care trends, demands, and challenges, but also the programs will provide students with the competencies necessary to succeed in the health care field.

Customer Service in Radiology: Satisfying Your Patients and Referrers.

Radiology has long been a service-oriented specialty. Although physicians in other specialties have direct interactions with patients, radiologists' interactions with patients are often indirect, most often occurring as a direct result of another provider's order. As such, radiology practices have had to focus on two distinct groups, patients and ordering providers, to grow their businesses and retain their patients. One could argue that during the past 2 decades, many of the most visible customer service initiatives in radiology practices have been directed toward the ordering provider. These initiatives have included implementing picture archiving and communication systems to improve image distribution and availability, voice dictation systems to decrease report turnaround time, computerized order entry to ease the ordering process, and structured reporting to improve the readability of the radiology report. As the practice of radiology is evolving to become more patient oriented, it is clear that the specialty needs to pivot and implement more initiatives that directly benefit patients. In this article, the concepts of customer service and a radiology department's primary customer are defined and discussed, and the concept of service quality is introduced. In addition, the author highlights the five dimensions of service quality: reliability, assurance, tangibles, empathy, and responsiveness. Each dimension is described in detail, first by using an archetypal business example and then by using an example of a project that has been successfully implemented in the author's radiology department. ©RSNA, 2018.

Building and Implementing an Operational Plan.

Radiology practices engage in planning processes with varying frequency. Organizational planning can occur on three levels. Strategic planning is an infrequent event occurring every 5-7 years. It is aspirational and is guided by the mission and the vision of the organization. Operational planning is a yearly process in which businesses articulate their goals for the year. Creating a yearly operational plan provides departmental employees with a road map for the upcoming year and helps to tie their daily activities to the larger strategic plan of the organization. Finally, a project plan provides details describing how a specific goal will be met. The differences among these three types of plans (strategic plan, operational plan, and project plan) are described. The article then focuses on operational planning, providing a rationale for building an operational plan and then a description of the method used in the authors' division to build an operational plan. ©RSNA, 2018.

Addressing Needs of Women Radiologists: Opportunities for Practice Leaders to Facilitate Change.

Women are, and have always been, underrepresented in radiology. This gender disparity must be addressed. Women bring a different perspective to the workplace; and their collaborative, empathetic, and compassionate approach to patient care and education is an asset that the radiology community should embrace and leverage. Radiologic organizations should focus on removing barriers to the entry of women physicians into radiology as a specialty and to their career advancement. Organizations should address bias, promote physician well-being, and cultivate a safe and positive work environment. Radiology leaders committed to increasing gender diversity and fostering an inclusive workplace have the opportunity to strengthen their organizations. This article outlines the key steps that practice leaders can take to address the needs of women in radiology: (a) marketing radiology to talented women medical students, (b) addressing recruitment and bias, (c) understanding and accommodating the provisions of the Family and Medical Leave Act of 1993 and the Fair Labor Standards Act for both trainees and radiologists in practice, (d) preventing burnout and promoting well-being, (e) offering flexible work opportunities, (f) providing mentorship and career advancement opportunities, and (g) ensuring equity. ©RSNA, 2018.

Engaging Patients: Models for Patient- and Family-centered Care in Radiology.

This article examines how radiologists can meet the objectives of patient- and family-centered care set forth by the National Committee for Quality Assurance (NCQA) program for primary care providers. The breadth of initiatives in radiology that can be mapped to the NCQA objectives is impressive and invites the idea of creating a similar program in radiology. ©RSNA, 2018.

Informatics Solutions for Driving an Effective and Efficient Radiology Practice.

Radiologists are facing increasing workplace pressures that can lead to decreased job satisfaction and burnout. The increasing complexity and volumes of cases and increasing numbers of noninterpretive tasks, compounded by decreasing reimbursements and visibility in this digital age, have created a critical need to develop innovations that optimize workflow, increase radiologist engagement, and enhance patient care. During their workday, radiologists often must navigate through multiple software programs, including picture archiving and communication systems, electronic health records, and dictation software. Furthermore, additional noninterpretive duties can interrupt image review. Fragmented data and frequent task switching can create frustration and potentially affect patient care. Despite the current successful technological advancements across industries, radiology software systems often remain nonintegrated and not leveraged to their full potential. Each step of the imaging process can be enhanced with use of information technology (IT). Successful implementation of IT innovations requires a collaborative team of radiologists, IT professionals, and software programmers to develop customized solutions. This article includes a discussion of how IT tools are used to improve many steps of the imaging process, including examination protocoling, image interpretation, reporting, communication, and radiologist feedback. ©RSNA, 2018.

Providing Value-Based Service to a Sprawling Orthopaedics Practice.

Health care in the United States is changing, and diagnostic radiology is attempting to adapt to the new norm. A view of the landscape shows mergers, acquisitions, and radiology practices becoming larger. Musculoskeletal (MSK) radiology is trending toward subspecialization, and orthopaedic surgery practices are demanding quality, convenience, and efficiency in imaging services. In other industries, optimization of operations and strategic deployment of resources are standard, but radiology is not quite there yet. This article details our opportunities in MSK imaging to increase market share through service, added value, and improved operational efficiency.

What maximizes the effectiveness and implementation of technology-based interventions to support healthcare professional practice? A systematic literature review.

BACKGROUND: Technological support may be crucial in optimizing healthcare professional practice and improving patient outcomes. A focus on electronic health records has left other technological supports relatively neglected. Additionally, there has been no comparison between different types of technology-based interventions, and the importance of delivery setting on the implementation of technology-based interventions to change professional practice. Consequently, there is a need to synthesise and examine intervention characteristics using a methodology suited to identifying important features of effective interventions, and the barriers and facilitators to implementation. Three aims were addressed: to identify interventions with a technological component that are successful at changing professional practice, to determine if and how such interventions are theory-based, and to examine barriers and facilitators to successful implementation. METHODS: A literature review informed by realist review methods was conducted involving a systematic search of studies reporting either: (1) behavior change interventions that included technology to support professional practice change; or (2) barriers and facilitators to implementation of technological interventions. Extracted data was quantitative and qualitative, and included setting, target professionals, and use of Behaviour Change Techniques (BCTs). The primary outcome was a change in professional practice. A thematic analysis was conducted on studies reporting barriers and facilitators of implementation. RESULTS: Sixty-nine studies met the inclusion criteria; 48 (27 randomized controlled trials) reported behavior change interventions and 21 reported practicalities of implementation. The most successful technological intervention was decision support providing healthcare professionals with knowledge and/or person-specific information to assist with patient management. Successful technologies were more likely to operationalise BCTs, particularly "instruction on how to perform the behavior". Facilitators of implementation included aligning studies with organisational initiatives, ensuring senior peer endorsement, and integration into clinical workload. Barriers included organisational challenges, and design, content and technical issues of technology-based interventions. CONCLUSIONS: Technological interventions must focus on providing decision support for clinical practice using recognized behavior change techniques. Interventions must consider organizational context, clinical workload, and have clearly defined benefits for improving practice and patient outcomes.

Allocation of Physician Time in Ambulatory Practice: A Time and Motion Study in 4 Specialties.

BACKGROUND: Little is known about how physician time is allocated in ambulatory care. OBJECTIVE: To describe how physician time is spent in ambulatory practice. DESIGN: Quantitative direct observational time and motion study (during office hours) and self-reported diary (after hours). SETTING: U.S. ambulatory care in 4 specialties in 4 states (Illinois, New Hampshire, Virginia, and Washington). PARTICIPANTS: 57 U.S. physicians in family medicine, internal medicine, cardiology, and orthopedics who were observed for 430 hours, 21 of whom also completed after-hours diaries. MEASUREMENTS: Proportions of time spent on 4 activities (direct clinical face time, electronic health record [EHR] and desk work, administrative tasks, and other tasks) and self-reported after-hours work. RESULTS: During the office day, physicians spent 27.0% of their total time on direct clinical face time with patients and 49.2% of their time on EHR and desk work. While in the examination room with patients, physicians spent 52.9% of the time on direct clinical face time and 37.0% on EHR and desk work. The 21 physicians who completed after-hours diaries reported 1 to 2 hours of after-hours work each night, devoted mostly to EHR tasks. LIMITATIONS: Data were gathered in self-selected, high-performing practices and may not be generalizable to other settings. The descriptive study design did not support formal statistical comparisons by physician and practice characteristics. CONCLUSION: For every hour physicians provide direct clinical face time to patients, nearly 2 additional hours is spent on EHR and desk work within the clinic day. Outside office hours, physicians spend another 1 to 2 hours of personal time each night doing additional computer and other clerical work. PRIMARY FUNDING SOURCE: American Medical Association.

The effects of expanding outpatient and inpatient evaluation and management services in a pediatric interventional radiology practice.

BACKGROUND: Despite a continuing emphasis on evaluation and management clinical services in adult interventional radiology (IR) practice, the peer-reviewed literature addressing these services - and their potential economic benefits - is lacking in pediatric IR practice. OBJECTIVE: To measure the effects of expanding evaluation and management (E&M) services through the establishment of a dedicated pediatric interventional radiology outpatient clinic and inpatient E&M reporting system. MATERIALS AND METHODS: We collected and analyzed E&M current procedural terminology (CPT) codes from all patients seen in a pediatric interventional radiology outpatient clinic between November 2014 and August 2015. We also calculated the number of new patients seen in the clinic who had a subsequent procedure (procedural conversion rate). For comparison, we used historical data comprising pediatric patients seen in a general interventional radiology (IR) clinic for the 2 years immediately prior. An inpatient E&M reporting system was implemented and all inpatient E&M (and subsequent procedural) services between July 2015 and September 2015 were collected and analyzed. We estimated revenue for both outpatient and inpatient services using the Medicare Physician Fee Schedule global non-facility price as a surrogate. RESULTS: Following inception of a pediatric IR clinic, the number of new outpatients (5.5/month; +112%), procedural conversion rate (74.5%; +19%), estimated E&M revenue (+158%), and estimated procedural revenue from new outpatients (+228%) all increased. Following implementation of an inpatient clinic reporting system, there were 8.3 consults and 7.3 subsequent hospital encounters per month, with a procedural conversion rate of 88%. CONCLUSION: Growth was observed in all meaningful metrics following expansion of outpatient and inpatient pediatric IR E&M services.

Supervision and autonomy of ophthalmology residents in the outpatient Clinic in the United States: a survey of ACGME-accredited programs.

BACKGROUND: The development and demonstration of incremental trainee autonomy is required by the ACGME. However, there is scant published research concerning autonomy of ophthalmology residents in the outpatient clinic setting. This study explored the landscape of resident ophthalmology outpatient clinics in the United States. METHODS: A link to an online survey using the QualtricsTM platform was emailed to the program directors of all 115 ACGME-accredited ophthalmology programs in the United States. Survey questions explored whether resident training programs hosted a continuity clinic where residents would see their own patients, and if so, the degree of faculty supervision provided therein. Metrics such as size of the resident program, number of faculty and clinic setting were also recorded. Correlations between the degree of faculty supervision and other metrics were explored. RESULTS: The response rate was 94%; 69% of respondents indicated that their trainees hosted continuity clinics. Of those programs, 30% required a faculty member to see each patient treated by a resident, while 42% expected the faculty member to at least discuss (if not see) each patient. All programs expected some degree of faculty interaction based upon circumstances such as the level of training of the resident or complexity of the clinical situation. 67% of programs that tracked the contribution of the clinic to resident surgical caseloads reported that these clinics provided more than half of the resident surgical volumes. More ¾ of resident clinics were located in urban settings. The degree of faculty supervision did not correlate to any of the other metrics evaluated. CONCLUSIONS: The majority of ophthalmology resident training programs in the United States host a continuity clinic located in an urban environment where residents follow their own patients. Furthermore, most of these clinics require supervising faculty to review both the patients seen and the medical documentation created by the resident encounters. The different degrees of faculty supervision outlined by this survey might provide a useful guide presuming they can be correlated with validated metrics of educational quality. Finally, this study could provide an adjunctive resource to current international efforts to standardize ophthalmic residency education.

Private general paediatric care availability in Melbourne.

Objective The aims of the present study were to determine the actual availability of private general paediatric appointments in the Melbourne metropolitan region for children with non-urgent chronic illnesses and the cost of such care. Methods A 'secret shopper' method was used. Telephone calls were made to a random sample of 47 private paediatric clinics. A trained research assistant posed as a parent, requesting the first available appointment with a specific paediatrician. Data regarding appointment availability, total potential charges and net charges after the Medicare rebate were collected. Results Appointments were available in 79% (n=37) of clinics, with 72% (n=34) able to offer an appointment with the requested general paediatrician. The number of days until available appointments varied from same day appointments to a wait of 124 days, with an average wait of 33 days. Of practices that provided information about the appointment cost (n=42), five bulk-billed for the consultation, whereas the remainder (n=37) were fee-paying clinics. The potential maximum charge for an initial consultation in the fee-paying clinics ranged from A$177 to A$430, with an average cost of A$279. The potential maximum out-of-pocket cost for patients ranged from A$40 to A$222, with an average out-of-pocket cost of A$128. Conclusions Private paediatric care in the Melbourne metropolitan region is generally available. The out-of-pocket cost of private paediatric out-patient care may present a potential economic barrier for some families. What is known about the topic? In Australia, out-of-pocket expenses for private specialist care are not covered by private health insurance. There are no data available on the actual cost of private paediatric consultations that are based on real-time assessments. Data collected in 1998 suggested that the average waiting time for a first standard consultation with a general paediatrician in a private room was 14.1 days. There are no recent empirical data on appointment availability and waiting time for appointments with general paediatricians in Australia. What does this paper add? There is high availability of paediatric consultations in the private sector. Waiting times for an appointment vary considerably from same day appointments to a wait of 124 days, with an average wait of 33 days. The cost of a private paediatric consultation in Australia to the patient is considerable, with an average potential maximum up-front charge for an initial consultation of A$279 and an average potential maximum out-of-pocket cost of A$128. What are the implications for practitioners? Data on the availability and cost of private paediatric consultations are imperative to formulate evidence-informed policy and better understand variations in the availability of public and private care.

How Practice Managers and Physicians Can Work Together to Meet Demands.

The demand for healthcare and the need for healthcare workers are expected to keep growing. Practice managers are taking on more autonomous roles to best fill employment demands. As physicians take on more entrepreneurial roles in their practice, practice managers are acting as intrapreneurs to further health-care innovation while adding more value to the practice.

Managing a Lazy Employee.

Managing a lazy employee can be a huge source of frustration for a medica practice manager. It can also be baffling, especially when the manager is highly self-motivated and cannot relate to an employee's penchant for laziness. This article defines laziness and explores the most likely reasons behind an employee's lazy behavior. It suggests that medical practice managers look to their owr management prior to taking disciplinary action against a lazy employee, anc provides specific guidance. It then offers practice managers 10 strategies for dealing effectively with lazy employees and 15 do's and don'ts for them to share with employees who are dealing with a lazy coworker. This article also provides five suggestions for overcoming one's own temptation to be lazy and advice for instituting a mentorship program to bring lazy employees up to speed. Finally, this article explores whether laziness is an innate characteristic or learned be- havior and suggests how managers can use this information in their approach to managing a lazy employee.

Ten Bad Habits that Should Be Banned from the Workplace Forever.

It turns out that taking care of worker health and well-being is the most effective way to increase engagement and performance. Putting yourself and your health first isn't selfish; it's exactly what we all need to do to make our businesses thrive. It is a minimum requirement for doing your job well, and the perfect New Year's reso.lution. This article offers a comprehensive list of the "don'ts," with suggestions on what to do instead, including strategies that increase movement and exercise, improve sleep and eating habits, reduce stress, improve air quality, and reduce chronic and infectious disease in medical offices. Healthy workers are more productive. The most obvious benefits to the bottom line are the avoidance of healthcare costs, but companies that make investments in employee health and wellbeing also are seeing increases in creativity, engagement, and productivity, and, as a result, business growth.