Organ and Tissue Donation Physician Leadership Model: Mapping a Way Forward
CCCF ePoster library. Sarti A. Nov 7, 2018; 233382
Dr. Aimee Sarti
Dr. Aimee Sarti
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Abstract
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Introduction

In 2015 the Trillium Gift of Life Network (TGLN) began enhancing the organ and tissue donation program in Ontario by appointing specially trained critical care physicians to support hospitals as they integrate donation into quality end of life care and work towards changing hospital culture.  To understand the level of implementation, measure the degree of communication and collaboration within the physician leadership model, and better understand physician leadership and engagement practices at the hospital level we constructed a series of social network maps.

 

Methods

In 2016 we employed a quantitative social network design and sent surveys to all five Regional Medical Leads (RMLs) and all 52 Hospital Donation Physicians (HDPs) in Ontario to better understand their roles, practice context, and to map their social networks.  Social network analysis was performed with raw survey data with NVIVO software to produce a map of Ontario’s physician leadership model as well as individual maps for each hospital-based physician. 



Results

The social network maps included a sociogram of the entire network as well as maps comparing the five RML peer learning networks (i.e., RML connectivity to HDPs at the hospital level).  We were able to illustrate the key local opinion leaders / social influencers at each of the hospitals.  Also, a central part of the survey was to ascertain the current state of the HDP social network in terms of knowledge sharing and support.  Many respondents viewed the implementation physician leadership and engagement roles as central facilitators of TGLNs vision in Ontario.  At the same time, respondents felt that the implementation of the roles was problematic in that these roles were not clearly defined nor locally communicated to hospitals at the outset.  HDPs provided varied answers as to what they perceived their role to be, the most frequently described role was to monitor performance/quality improvement.



Conclusion

Social network mapping of the physician leadership model provides a better understanding of the functioning, and ongoing peer learning that occurs within the network.  This kind of social network mapping also permits an ongoing evaluation of the network over time by tracking central information brokers’ network positions.


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