Leadership in Dentistry Opportunities and Threats. Review 2008 by Dr.Hisham Safadi #dentistry #healthcare #leadership

There is a great need for leaders in the dental profession. As technological advances make our world smaller and our lives faster and more complex, we as a profession face challenges and opportunities that are evolving. Many of the changes in the scope and mode of practice will require new and different approaches. Meeting these challenges will require changes in how we as dental professionals do business; interact with our patients, other stakeholders, and health care providers; and educate our future colleagues. The purposeful incorporation of leadership education into dental and dental hygiene curricula represents an important departure from existing paradigms—but will help prepare our students to address these challenges.

Dental education was said to be at a crossroads fourteen years ago, and in most ways it is still. There is a shortage of dental leaders willing to challenge existing paradigms. Developing leadership skills entails many facets of life. Characteristics of a leader include, but are not limited to, being someone who is a strategic thinker; someone who comes to the table with good ideas and is willing to shoulder the burden of implementation; someone with a desire to seek the truth and a willingness to serve as a change agent; someone who serves the organization above self and is able to articulate a shared vision; someone with a willingness to address and manage challenges and conflicts in a positive manner; and someone with honesty and integrity. In dentistry, leadership would include running a practice effectively, but a willingness to serve as a change agent and participate in the broader social, political, and economic environment that affects our profession is also essential. Many areas outside of dentistry (the military, the airline industry, other parts of the corporate world, etc.) have begun to identify leadership qualities and are developing training methods to enhance them for members of their professions now, perhaps more than at any other time, there is a need for great leaders in dentistry and dental hygiene. As technological advances make our world miller and our lives faster and more complex, the oral health profession faces challenges and opportunities that are constantly evolving. Changes in the scope and mode of practice will require new and different approaches. Meeting these needs requires changes in how we do business, interact with our patients and other health care providers, and educate our future colleagues. It is certain that oral health research will produce new diagnostic and therapeutic options for our patients, while issues pertaining to public health, ways to deliver care and access information, ethical dilemmas, faculty shortages, and changing market forces will continue to affect our profession. But in these challenges there will be opportunities to break new ground to improve oral health and to improve the stature of the profession. It is here that our focus must remain.

Since the inception of the National Health Service (NHS), the dental profession in the UK has, to a large extent, been dominated by the politics of the NHS, by changing fee structures and contracts, by reports from the Review Body on Doctors’ and Dentists’ Remuneration (DDRB), and by strategies adopted by successive governments, especially during the last two decades. These strategies have resulted in cohorts of disillusioned dental practitioners reducing their commitment to, or opting out of, NHS contracts and committing themselves, to a greater or lesser extent, to private practice. It is now over three years since, for the first time, the proportion of dentistry provided under private contact in the UK, as measured by gross fees, exceeded that provided under NHS contract.

The profession has shown a remarkable lack of imagination in organising itself to provide the best kind of care for patients. Instead of being proactive and visionary, it has allowed itself to become a political football. This has led to the progressive deskilling of many practitioners, and a manifest failure to secure the long-term oral health of patients.

Leadership in the profession of dentistry begins at our educational institutions. This has always been true, and it is surely the case today. From the earliest days of students’ education, we are shaping their potential for contributions to clinical practice, research and teaching, and improvements in the health of the public. However, dental education’s collective vitality and capacity for contributions in research, education, and practice are at risk. Our system of education is requiring far too many sacrifices just to deliver basic education. It is becoming more and more difficult to make contributions in both practice and research.

The link to keep in mind is the direct connection between what is taught and what is practiced. Let us look at the three primary principles of the Macy study.

  1. Dentistry is a learned, self-regulating profession.

This principle is one of the most widely held tenets of the profession. It is predicated on specialized training that renders practitioners competent to provide services specific to our professional disciplines. Dentistry continues to stand out in a positive way compared to other self-regulating professions.

  1. Dental schools must be an integral part of a university, and a majority of dental schools must be based at research-intensive universities.

No one can deny that dentistry is in one of the most rapid periods of scientific and technological expansion, with vast implications for oral and systemic health. New findings and growing evidence place dentistry as a primary care entity, ever closer to medicine in diagnostics and clinical interventions. Molecular medicine will redefine what happens in health care.

  1. Dental schools must have adequate resources.

Finances and a growing lack of fit with the mission of the university contributed to dental school closures and continue to contribute to constrained resources and academic and programmatic isolation. Schools must not only demonstrate their value and contribution to the campus, but also to the community

Recommendations for Genera Dental Organizations

Recommendation 1: Inspire a Shared Vision

The daily challenge in health care is making a difference in the lives of others. Organizations who look into the future with thoughts and ideas of grandeur can lead others to make a difference through the realization of their own dreams through the organization’s common vision of the organization. Establish a mission, vision, and values statement. Frequently review with the dental team, realizing this document is living and constantly subject to amendments and changes from the leader and the team.

Recommendation 2: Trust

Trust is generally associated with individuals and rarely with organizations. When employees perceive trust in an organization, they invest themselves personally.

Employees become engaged and motivated when they perceive the leaders of the organization care for them personally and have their best interests at heart.

Recommendation 3: Recognition

Excellence is expected in health care professions. Recognition builds dental teams that are engaged in the process and seeking success. When challenges are present, the team becomes resilient to defeat, pulling together as a team in expectation of another victory.

 

 

 

References:

Seaman, Cynthia L., D.M., Leadership in dentistry: An empirical phenomenological study of practicing general dentists in South Central Idaho UNIVERSITY OF PHOENIX, 2008, 200 pages; 3399502 http://media.proquest.com/media/pq/classic/doc/1978204901/fmt/ai/rep/NPDF?_s=XJ%2FMs8Msd1DzOeG69KdmSUbxxl4%3D

Journal of Dental Education October 1, 2009 vol. 73 no. 10 1139-1143

http://www.jdentaled.org/content/73/10/1139.full.pdf+html

 

Holt, Vernon P, Primary Dental Care, Volume 15, Number 3, July 2008, pp. 113-119(7) Faculty of General Dental Practice (UK)http://www.ingentaconnect.com/content/fgdp/pdc/2008/00000015/00000003/art00011

Journal of Dental Education February 1, 2008 vol. 72 no. 2 suppl 10-13 http://www.jdentaled.org/content/72/2_suppl/10.short

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How to Say Thanks for Your Business ?| #business #startup #socialmedia #bigdata #USA #Europe

  


Client appreciation is key to deepening relationships

By Leah Golob | Friday March 27, 2015

The more value you bring to a client relationship, the more your client is tied to you, and the more you can deepen that relationship, says Shauna Trainor, marketing manager with the Covenant Group in Toronto.

Your goal is to be the person your client turns to more and more,  Trainor says, even if your response is simply to connect the client with another professional.

By engaging with clients outside of the office — and showing gestures of goodwill —you can show that you are  invested in your clients’ well-being, eager to strengthen the relationship, and willing to go the extra mile.  Client appreciation events are an excellent way to enhance client engagement.

Here are four ways to demonstrate client appreciation:

1. Hold community events
Volunteerism is an increasingly important aspect of many clients’ lives, Trainor says.  Your involvement in charitable events shows that you are an active member of the broader community.

Trainor suggests sponsoring a volunteer day for a charity such as Habitat for Humanity, which uses volunteer labour to help build homes for the needy. This type of activity would give clients the opportunity to donate their time and efforts at no personal cost. Other options include promoting and sponsoring involvement in fundraising events such as a charity fun run in support of a local hospital.

2. Celebrate milestones
Trainor has some clients who celebrate a top client’s birthday by asking the client’s spouse to invite a few close friends to join them for a birthday lunch — with the financial advisor footing the bill. This special occasion has the added benefit of allowing the advisor to meet the client’s friends.

Not all gestures need to break the bank. Younger advisors with a tighter budget can make an impact on a client’s entire family by sending over a birthday cake for one of the client’s children. Trainor suggests giving the family notice in advance.

3. Create intimate interactions
Show appreciation on a smaller scale by taking clients out for coffee, lunch or a round of golf. Some advisors are getting creative, finding unconventional activities that fit within their clients’ active and busy lives.

For example, Trainor knows an advisor who invites his clients to group fitness sessions, such as a spin class, followed by refreshments at the juice bar.

4. Conduct a client-engagement survey
“It’s really important to get in touch with the interests of your clients,” Trainor says. In your client questionnaires, Trainor says, be sure to ask about the client’s personal interests. Include categories such as health and fitness, nature, arts and sports. Also, take the opportunity to ask your clients how you can add value through future events and engagements.

“What you’re actively trying to do,” Trainor says, “is build a community with your clients.”

This is the first part in a three-part series on client appreciation

Next: Planning a client-appreciation event.
 

How to Boost your Business using Pinterest? | #Pinterest #socialmedia #business #growthhacking

By Leah Golob | Monday April 6, 2015

Many financial advisors regard social media exclusively as a marketing tool, says Geoff Evans, founder of the Social Media Coach in London, Ont.

But in fact, Evans says, social media is a tool that can be used at all points in the client-relationship cycle. It’s what Evans describes as the “three Cs of social media”: connecting, converting and continuing the relationship.

While many advisors use LinkedIn and some use Facebook and Twitter, Pinterestis often overlooked. Pinterest functions as a digital scrapbook on which users upload, save, sort and manage images. You can use your own pictures, or link to images you find on the web.

These images, called “pins,” are posted on “pin boards,” which usually follow themes. Pinterest is an effective tool that can potentially play a role in your client communications.

Here are three ways to use Pinterest in your practice:

1. Tell your story
A key component to closing a sale is building credibility and rapport, Evans says. Pinterest is one way to showcase your personal story and connect with clients on a deeper level.

Highlighting your role in the community, sharing issues you’re passionate about and relating how you spend your personal time are all methods of building trust with clients and prospects. You can use Pinterest to help you demonstrate your interests by posting pictures that show you or your team participating in community activities and hobbies.

2. Post “napkin concepts”
Many advisors are inclined to pull out a napkin while in a restaurant and draw a diagram to explain a concept to a client, according to Evans. “Advisors are the king of ‘napkin concepts’,” he says.

While you would not use Pinterest to promote the sale of products, you can use this platform to describe financial and lifestyle concepts in a visual way, either by drawing the idea yourself or by posting professional images.

As an example, Evans suggests, you might explain permanent insurance by showing the growth of cash value in a policy over time by posting an infographic.

“Advisors don’t necessarily have a vehicle online to share concepts in a compelling way,” Evans says. “Pinterest can be that vehicle.”

3. Use images to inspire discussions
You can use images to illustrate financial planning goals. Encourage discussion about retirement planning, for example, by creating pin boards depicting various retirement activities, such as travel, golf and spending time with family members.

Clients can browse your boards online for inspiration either before or during client meetings, to help them get ideas in determining their retirement goals.

“Get [clients] to connect emotionally to the idea of retiring,” Evans says.

“It’s not about being on every platform,” Evans adds. “It’s figuring out how much time you have, and which aspect of your business you’re trying to affect the most.”
 

The Day When Social Media Did A Change in my life l #socialmedia #growthhacking #SEO #Bigdata

image

It is true that in one point you feel Confidence and re-believe in your salf because you start to use Social media where people you don’t know share your idea On Facebook or retweet one of Your tweets or rebloge your article

Most of Us had face a time where people facing you ignore your thoughts or ideas Or even not listening to You

Looking for Social Media as a tool of marketing and business links is not the principle and Core of Social media it was done for Connecting people with each other

Facebook was a platform for Connecting University Students but before Facebook There was ICQ ‘ Paltalk and MySpace

linkedin goal was to Connect professionals together and not a recruting website ‘ before linkedin doe’s any one remember xing

Twitter was created to share small massages between followers and not a news source

Because of Big data and Technology Development Social media had been modified from it’s original purpose and spreading wider

Social media platforms are trying to give you all service in One place

Think about it
for your personal needs you have the ability to post share photo’s share videos and add Friends and Family members
for Your business you can do marketing Campain and getting feedbacks

But Social Media makes you feel that you are valuable to others because they engaged with your posts or Comments.

Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud

Can Social Media Enhance Personal Security?| #socialmedia #security #growthhacking #USA #Europe

“More Generation Y workers globally said they feel more comfortable sharing personal information with retail sites than with their own employers’ IT departments,” says Cisco.

This attitude is at odds with business concerns about the disclosure of commercially sensitive information through social media to potentially hundreds of millions of Twitter and Facebook users.

In Europe, concerns about privacy linked to security are particularly acute, as evidenced by proposals for a new cyber security directive that link privacy and security.

The proposals aim to impose EU-wide reporting requirements on companies that run large databases, including social networking firms.

Although the final wording of the directive remains to be seen, the proposals are a good indication of just how seriously European authorities view data breaches.

But not only is social networking a threat to a company’s security because of what employees might disclose, but also because social networking sites are a prime target for cyber criminals.

The ability of individuals to share information with an audience of millions is at the heart of the particular challenge that social media presents to businesses. In addition to giving anyone the power to disseminate commercially sensitive information, social media also gives the same power to spread false information, which can be just as damaging.

The rapid spread of false information through social media is among the emerging risks identified by the World Economic Forum in its Global Risks 2013report.

The report’s authors draw the analogy of shouting “Fire” in a crowded cinema. Within minutes, people can be trampled to death before a correction can be made to the message.

The unprecedented reach of social media is something companies cannot afford to ignore because of the positive and negative effect it can have on the business.

Its power must therefore be recognised and managed. In the UK, BT is one firm that has done just this. Its customer service team runs a sophisticated social media operation across the most popular services.

The strategy is helping BT improve its reputation for customer service, and producing a clear return on investment for the business, according to Warren Buckley, managing director for customer services at the telco.

Like BT, investment bank Investec has technology in place to measure sentiment on the internet by picking up any mentions of the bank in social media, mainly for marketing purposes.

However, it forms part of the bank’s strategy to reduce the risk of social media becoming an insider threatto information security.

The other technology piece is a granular firewall to limit social media activities based on the user’s role in the organisation.

Manage social media with policies and technology

The most important part of Investec’s social media security strategy is awareness of its policies designed to ensure regulatory compliance and to prevent commercially sensitive information leaking.

The bank’s social media policycomprises just 10 bullet points that make it clear to staff what their obligations are every time they publish something online.

“There is no way organisations can hold back the flow of social media, so it is better to put policies and technologies in place to manage it,” says David Cripps, information security officer at Investec.

http://www.computerweekly.com/feature/Social-media-a-security-challenge-and-opportunity

Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud

What are the Leaders Emotions ? By HBR | #leadership #business #emotions #USA #Europe

  

It only took me about three seconds to decide what to wear on the first day in my new gig as strategy director at Genuine Interactive, a digital marketing agency (jeans and a wrinkled linen shirt, duh). Deciding what books to take was a bit trickier.

In the end, I decided to bring only one: The Power of Nice: How to Conquer the Business World with Kindness by Linda Kaplan Thaler and Robin Koval. Sure, the niceness principles in Chapter 1 are great, but what’s most intriguing about the book — especially for a strategy leader — is Chapter 8: Shut Up and Listen.

As strategists (and colleagues, and partners, and friends, and family members) we are often so eager to share what we think are dazzling insights that we cut things short and miss what’s important about a given interaction or relationship.

In a world filled with agencies, most of which offer the same services at roughly the same prices, the ultimate difference between success and failure is whether people want to work with your teams or not. It’s the same on the inside. Tara Back, my former boss and the new head of the event and experience lab at Google, used to say that success in an agency is when everyone wants you as part of their team.

In giving advice to customer experience professionals choosing an agency, Forrester Research advises: “Always consider how well the agency will be able to deliver a painful but necessary piece of advice or how comfortable it will be to work with the agency when something doesn’t go quite to plan.” And that’s where nice comes in. Everyone’s nice when things are going their way, but how nice are you when you find yourself in a tough situation?

In my experience, tough and nice don’t have to be incompatible. The most successful strategists are tough and intensely curious: tabloid reporters without the mean streak. The five goals listed in Chapter 8 are guides worth keeping in mind as my new team and I set strategy and I lead a new team:

Let the other guy (gal) be smarter.The person who desperately tries to be the smartest person in the room inevitably comes off as the least. During one pitch in which I was involved, the client told a strategist he reminded him of Cliff Clavin, the know-it-all postman from the TV show Cheers. (We didn’t win.) I know this is a tough balance — especially for young people starting out who want to show their smarts. But that’s where a little guidance from good mentors comes in.

Keep it simple. Life is complicated enough. Clients and colleagues expect us to be expert enough to keep things simple and easy to follow. It’s a constant struggle to focus more on the story you’re trying to tell than on the slides. But by reminding myself and my team that we’re sitting down with a client to have a nice conversation, we might be able to avoid coming across as the type of people who overly complicate things or act in a way that’s self-important.

Ask don’t tell. Even if you think you know the answer already, it’s worthwhile to ask someone to articulate it for you. You may be pleasantly surprised by what you hear. In my experience, this has the added benefit of conveying respect for work that has already been done and for the people who have done it.

Don’t argue so much. Really. Don’t. Everyone has a style and way of going about understanding and contributing to a project. But in my experience, if you slip from being challenging to being argumentative, your chances of getting chosen for a project or a team go down dramatically.

Everyone is worth a listen. Don’t confuse this with the idea that everyone deserves a medal; some ideas are better than others (enough said). But pretty much all are worth a bit of a listen before moving on.

I have plenty of company in my views: Everyone from Richard Branson to Barrie Bergman has claimed that being nice is in no way incompatible with being successful in business. Need proof? For this, you can turn to another new book, Return on Character: The Real Reason Leaders and Their Companies Win, that just came out and is featured in this month’s Harvard Business Review. It’s based on a seven-year study of 84 CEOS and 8,000 of their employees. Basically, leaders who display integrity, compassion, the ability to forgive and forget, and accountability — who are what most of us would consider nice — deliver five times the return on assets of their counterparts who never or rarely display those traits.

So as I tackle my new job, I’ll be keeping these two things in mind: you can build character if you make it a priority, and nice guys do finish first.


By Harverd Business Review 

How Emotional Intelligence affect Patient Care ? I #emotionlintelligence #patient #healthcare #nurses #USA #UK

The principles of patient-centred care are increasingly stressed as part of health care policy and practice. Explanations for why some practitioners seem more successful in achieving patient-centred care vary, but a possible role for individual differences in personality has been postulated. One of these, emotional intelligence (EI), is increasingly referred to in health care literature. This paper reviews the literature on EI in health care and poses a series of questions about the links between EI and patient-centred outcomes.

Papers concerning empirical examinations of EI in a variety of settings were identified to determine the evidence base for its increasing popularity. The review suggests that a substantial amount of further research is required before the value of EI as a useful concept can be substantiated.

Although work conceptualizing EI was underway in the early 1990s, popular interest in EI arose from Goleman’s ‘Emotional Intelligence: Why It Can Matter More Than IQ’, which suggested that life success depended more on the ability to understand and control emotions than on IQ.14 As is often the case with psychological constructs, the use of a variety of terms makes it difficult to agree on an overarching definition of EI, and it has been referred to as emotional literacy, the emotional quotient, personal intelligence, social intelligence and interpersonal intelligence.15 Perhaps one of the best and most circumspect definitions of EI is ‘a set of abilities (verbal and non-verbal) that enable a person to generate, recognize, express, understand and evaluate their own and others’ emotions in order to guide thinking and action and successfully cope with environmental demands and pressures.’16

Some view EI as a fixed and stable personality trait which is measured using self-report questionnaires of typical behaviour, others see it as a more dynamic personal quality measured using maximal performance measures which quantify actual performance. An example of this would be the difference between asking someone about their problem solving approach and giving them a problem to solve. A self-report format can be open to manipulation through learned or faked responses. However, the validity and reliability of these measures is more established than maximal performance measures, which are less open to faked responses but whose consensus scoring has been criticized for being subjective.

The fact that this conceptual distinction exists has generated much discussion on how best to measure EI and somewhat complicates the comparison of the few empirical studies that have been conducted. Matthews et al.17 have suggested that different measures of EI quantify different things, and in addition that the correspondence between different versions of scales demonstrates lower correlations than would be expected. Perez et al.18 have suggested that trait EI instruments measure emotional self-efficacy while ability measures of EI measure cognitive-emotional ability

EI IN HEALTH CARE

Whilst there has been a recent increase in the discussion of EI in health care literature, most of the references are based on unsubstantiated claims of the theoretical importance of EI and assume that EI is a quality that can be altered or improved. However, there is a small but growing empirical literature which suggests that there may be a role for EI in the health care setting.

If we are to determine whether there is a role for EI in health care, it must be rigorously evaluated where its value is hypothesized. The state of the current evidence base suggests that there are a number of questions which need to be posed before any conclusions as to the usefulness of this construct can be reached. Based on our understanding of the construct of EI and the way in which it has been employed in non-health settings, we addressed the strength of evidence for the relationship between EI and four areas which would seem to be important questions for health care.

  1. How EI in health professionals might impact on patient-centred care, patient satisfaction and quality of care;
  2. How EI might impact on issues of job satisfaction and performance;
  3. Whether EI training for health professionals may impact on personal as well as patient-centred outcomes;
  4. Whether measurement of EI should be part of the selection and recruitment process for health care professionals and students.
 

EI AND PATIENT CARE

Most complaints about doctors relate to poor communication, not clinical competence, and improving communication in health care is a current area of interest in policy and practice. Given the emphasis on insights into one’s own and others’ emotions that are described by models of EI, it might be offered as an explanation for why some practitioners appear to be better at delivering patient-centred care than others.35 Assessing and discriminating patient’s emotions could have an impact on the quality and accuracy of history taking and diagnosis. In addition, if clinicians are able to understand patients’ emotional reactions to prescribed treatments or lifestyle advice they may be better able to understand why some treatments are more or less acceptable to some patients. The ability to manage and read emotions would seem to be an important skill for any health professional and might potentially enhance patient-centred care, improve the quality of the professional-patient relationship, and increase patient levels of satisfaction with care and perhaps even concordance.

Only one study directly examined the impact of EI in practitioners on outcomes relevant to patient care, and it reported only a limited relationship between physician EI and patient satisfaction.36 They administered an EI measure to 30 residents in an academic family medicine department. Only the EI sub-scale of happiness in the residents showed any relationship to satisfaction in the patients they treated.

EI AND JOB SATISFACTION AND PERFORMANCE

Given that EI is hypothesized to be important in recognizing and processing our own as well as other people’s emotions, higher EI could impact positively on job satisfaction and performance. For example, there can be tensions from many spheres of practice—from the macro (organizational) to the micro (patient/colleague)—which can produce feelings of frustration and anger. Being better equipped to recognize and manage such feelings may allow practitioners to experience fewer incidents of job related stress. Health care practitioners who are disillusioned, over-stressed or burned out are unlikely to be able to deliver good quality care and communicate well with patients.

Three studies have examined relationships between EI, work stress and burnout in health care professionals. One reports the added value of considering the EI of subjects in connection with levels of stress. They described a link between EI and burnout in nurses measured at two different points in time.37 In a similar study of work stress, no direct relationship between EI and work stress was identified, but nurses with more job experience had higher levels of EI.38 In the third study, low EI was associated with higher perceived stress in dental students.39

While the above studies have begun to examine relationships between EI and stress and burnout in individuals, such problems occur within the context of the health care organization. A wider approach to this area may need to examine the organizational culture in which health care is delivered and whether an organization can operate in an emotionally intelligent way to reduce stress and burnout. There is a body of literature which discusses EI at the level of the organization. However, as with the individual-focused research, there is no definitive evidence linking EI to organizational performance

There is an increasing interest in the construct of EI. The construct has certain face validity and despite little empirical work is proving attractive in many areas, including health care, where the search for abilities and characteristics which can improve the patient-centred qualities of health care professionals and ways in which we can improve training goes on. However, on the basis of the literature we have reviewed it would seem a pity if EI were to be accepted as unquestioningly in health care as it has been in other settings.

The construct of EI is not without its critics and problems. There are difficulties in agreement over its conceptualization—whether it is a dynamic quality which can be trained or improved, or a more fixed personality trait. There is little published empirical work and much of the data that are collected are held in proprietary databases which are not available for independent scrutiny. All of these problems make comparison of the few studies available difficult, and critics of EI suggest that these problems are sufficiently serious to make the construct of EI irrelevant and unusable; however, there are others who, whilst recognizing the problems, nevertheless feel the construct has sufficient promise to merit further attention but call for careful scientific study and caution the claims for its use until further work is done. It would seem premature to discount EI as a useful tool for health care settings completely, but it does require a rigorous examination before any real claims about its utility can be made.

While these limitations may seem damning to the construct of EI and its future use, similar debates have taken and still take place in the measurement of many psychological constructs, including standard intelligence (IQ) and many other measures of ability and personality, and EI is therefore not unique in having such criticisms levelled at it. For example, some may argue that empathy is a skill which can be developed and is one of the aims of medical school curricula which stress patient-centred care. Others may suggest that empathy is inherent in personality and a core characteristic of a person which is unresponsive to training and education. In reality, the likelihood is that for both empathy and EI the truth may lie somewhere in the middle, with contributions from personality, the culture of the health care organizational environment and personal life experience.

 R Soc Med. 2007 Aug; 100(8): 368–374.doi:  10.1258/jrsm.100.8.368

Emotional Intelligence and Patient Centred Care

PMCID: PMC1939962
1 Research Fellow, Department of Health Sciences, University of York, York YO10 5DD, UK
2 Professor of Primary and Community Care, Department of Health Sciences, University of York, York YO10 5DD, UK

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1939962/

Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud