MA-clinician socialization was frequent and turnover low, and although informal feedback channels were relatively open, there was little formal feedback. Offices 2 and 3 demonstrated high clinician trust accompanied by low verification. Both had established physician-owner legacy structures with protocols and staff undergoing transitions to health system ownership. Office 2, a mature 3-clinician practice had recently transitioned to health system ownership and maintained many of its protocols and long-term staff.
MA turnover was low, and clinicians trusted and considered MAs well trained based on prior formalized evaluations and years of experience working together. Clinicians reported little need or effort to verify MA activities. In office 3, a younger clinician assumed an established practice including MAs. Clinicians differed in the strategies they used to monitor and direct MA activities.
We applied the conceptual language of CRPR to depict how these conflicts were handled under different conditions of trust and verification. As self-organizing systems directed toward common clinical work goals, MA-clinician teams adapted to changing conditions with varying degrees of freedom autonomy, opportunities, openings and constraints checks, boundaries, limits while using channels of feedback and response.
These cultural norms acted as a constraint to major change. This constraint may help explain the failure of some recent experiments to move MAs into new roles as health promoters. The duties of MAs in their roles as health coaches…interfered with what they saw as their primary responsibilities—managing patient flow and conducting time-limited clinical tasks. It may be that before simply training an MA for a different task, more attention needs to be paid to the web of relationships within which the MAs work. Lack of trust constrained clinician-MA relationships in some offices, while presence of trust offered an important degree of freedom for others.
Lanham and colleagues 24 posit that low trust limits the ability to form relationships and leads to nonexistent teams, In the RCC practice adaptive reserve model of Miller et al, 14 establishing trust is central. Although none of the offices we studied had NCQA PCMH certification at the time of the study, follow-up revealed that the 2 offices where trust was high offices 2 and 3 have since received this certification.
The office with no functioning team underwent considerable changes in personnel and structure, established new relationships, and did achieve PCMH certification. Although this study is insufficient to demonstrate causation, these cases add to the findings from structured transformation projects such as the National Demonstration Project that trust within RCC is key when assessing PCMH potential.
There are limitations to this study. As a qualitative study, the goal was not to be generalizable to all small offices, but to explore the clinician-MA relationship within the model of RCC.
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The offices were from a single geographic region. Although they were purposefully sampled for varied characteristics, offices in other geographic areas may differ. As this was a preliminary study, we were unable to confirm findings in additional offices, which would have increased the strength of transferability. Strategies to increase our reliability included studying 5 offices with varied practice characteristics and using data analysts from different backgrounds family medicine, anthropology, psychology, and sociology.
MAs have become an integral part of many family medicine offices, yet their relationships to the clinicians with whom they work are understudied. CRPR provides a theoretical framework wherein our findings begin to define some of the constraints and freedoms in patterns of relating in small family medicine offices. Our findings may assist small offices undergoing practice transformation and guide future research to better understand how best to partner with MAs in the family medicine setting.
Disclaimer: The content of this article is solely the responsibility of the authors and does not necessarily represent the official views of AHRQ or of the NIH. Search for Keyword: GO. User Name Password Sign In. Previous Section Next Section.
Data Collection We developed survey questionnaires and interview guides based on the literature 1 , 2 , 4 , 8 and on informal interviews and pilot testing with nonparticipant MAs, clinicians, and an MA educator. View this table: In this window In a new window. Trust and Verification Trust and verification describes the range of MA clinical independence allowed by clinicians. Social Familiarity Social familiarity between MAs and clinicians was higher at the older offices with fewer turnovers.
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Variations in Trust and Verify Model Table 4 shows variation in the components of the trust and verify model across the offices. Previous Section. Patient care staffing patterns and roles in community-based family practices. J Fam Pract. Medline Google Scholar. The expanding roles and occupational characteristics of medical assistants: overview of an emerging field in allied health. J Allied Health. What a medical assistant can do for your practice. Fam Pract Manag.
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Accessed May 7, Google Scholar. J Health Organ Manag. A medical assistant-based program to promote healthy behaviors in primary care. Ann Fam Med. Bodenheimer T , Laing BY. Create an account now. Be on the ball with Booth Medical Assisting 6e. Learn all ofthe essential administrative and clinical medical assisting skills in the BWWMedical Associates clinic, simulated through case studies, sample practicepaperwork, soft skills success exercises, PracticeFusion screenshots, and EHRdocumentation examples. Booth Medical Assisting 6e teaches you to juggle yourmany responsibilities first as a student, where Connect, SmartBook, PracticeMedical Assisting, and ActivSim set you on a path to mastery, and then as afull-fledged medical assistant.
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Yes and no. It is true that most medical assistant books typically combine information from these different sources into one volume that is targeted toward people in the profession. It is also true that the information is often rephrased or revisited without many unique changes.
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After all, most operations books do not go into how to apply operational skills in the unique setting of a medical facility. Likewise, most clinical books do not integrate the application of clinical skills with the personal and communication skills necessary to speak to and help patients in the way that a Medical Assistant is required to do. As such, combining these different elements of the job requirements into one text makes sense in conveying a more complete picture of the information required to do the job correctly and efficiently. Okay, so books written specifically for medical assistants combine information in unique ways and are targeted to the skills required by medical assistants.
However, even if they are targeted, are medical assistant books still relevant. After all, in the age of the internet, information is readily available. Also, because medical books are published every few years, there is probably something out of date in the book by the time you read it. Then there is the cost. Medical assisting books can be expensive.
For the most part, the best medical assistant books are still highly relevant. In the slow-moving field of healthcare, insider information on topics like how to function as a medical assistant are not always freely available. Detailing how to be a top medical assistant takes time, and most high-performing medical assistants will not have time to continually update a website or other online resource if they are still working as a medical assistant. A Medical Assistant is a professional who works in a medical office or a hospital setting.
Medical assistants typically play an integral role in both the back and front end business and clinical operations.
For people interested in healthcare, becoming a Medical Assistant can be a rewarding long-term profession that balances the business and clinical sides of medicine. The Medical Assistant job is also a great entry point to getting healthcare and clinical experience prior to seeking out additional training as an advance provider like a registered nurse, nurse practitioner, physician assistant, or a doctor.
Operationally, a medical assistant frequently helps the medical business itself run smoothly. Said another way, a medical assistant typically plays an important role in making sure the office is open and closed properly and that the primary medical care can be delivered efficiently and professionally. Responsibilities might include ensuring the office looks tidy, making sure the supplies are stocked and in the right place and assisting in handling issues that come up during the day.
Also, medical assistants typically play an important role in registering patients, handling basic patient questions, scheduling appointments and answering the phones. Medical assistants are usually involved in a clinical capacity as well. In this role, the medical assistant helps with the actual delivery of medical care in conjunction with the medical team.
In a clinical role, the Medical Assistant might help transport patients and help them get dressed for a specific exam. Some Medical Assistants will discuss and review answers to specific clinical questions around things like vaccines with patients.