Published: November 4, 2015

There is an ‘I’ in team

At the heart of the word committee, both literally and figuratively, is the word commit. As former basketball coach Pat Riley said, “There are only two options regarding commitment. You’re either in or you’re out. There is no such thing as life in-between.” Ditto for a successful committee.

By Ken Yanagisawa, MD, BOG secretary

volunteer2At the heart of the word committee, both literally and figuratively, is the word commit. As former basketball coach Pat Riley said, “There are only two options regarding commitment. You’re either in or you’re out. There is no such thing as life in-between.” Ditto for a successful committee.

The rosters for our Academy and BOG Committees are replete with dedicated and forward-thinking physician Members. But the fuel that often propels committees to even greater success is new blood and fresh ideas. Too often, unfavorable physician statements are heard about getting involved: “It’s not worth it,” “Why bother?” “Doesn’t make a difference,” and “Not enough time.” Yet our goal is to foster participation from every concerned Member of our Academy to make each voice audible.

Despite the fabled sports quote “There is no ‘I’ in team”—reflecting the individual recognition should not supersede team concept—there is a crucial role for “I” in our Academy and BOG committee teams. “I” is the interested individual who will bring the qualities of investment, invigoration, and involvement. Bringing together a group of active and engaged Members into the committee team is the recipe for successful new directions and goals.

The value of joining a committee cannot be overstated. It is the opportunity for the individual Member to help shape the Academy’s activities and objectives. For a committee like the BOG Socioeconomic and Grassroots Committee (SEGR), it brings together commonalities and differences of our diverse practices from throughout the country, and, at a grassroots level, permits discussion, analysis, and action. Collaboration with other Members leads to new friendships and builds acquaintances with fellow colleagues, not to mention opportunities to learn and develop leadership skills.

yanagisawaMario Andretti stated, “Desire is the key to motivation, but it’s determination and commitment to an unrelenting pursuit of your goal—a commitment to excellence—that will enable you to attain the success you seek.” We are fortunate to have so many Academy leaders who guide us along such roads to success, and we acknowledge and appreciate each of their invaluable contributions.

To any Members who have yet to join a committee, please do consider reaching out and offering your time and your visions. Joining early as a resident, or young physician, is particularly important to gain early insight and to bolster future continued involvement. Within the BOG, we have committee opportunities in Legislative Affairs, Governance and Society Engagement, and SEGR. Our goal is to assemble a group of vibrant and motivated Members who elevate us to new heights.

We are so fortunate in the BOG SEGR to have many such individuals who have stepped up to serve as Regional Representatives within our Committee structure. Please do keep our BOG Regional Representatives alerted and updated to any insurance, practice management, or public relations issues that may be active or significant in your region.

Communication, knowledge, and sharing are the keys to our future successes. Our BOG and Academy committee teams eagerly await your participation and your input.

 

 

More from November 2015 - Vol. 34, No. 10
AAO-HNSF publishes methodology for developing clinical consensus statements
Since 2010, the American Academy of Otolaryngology—Head and Neck Surgery Foundation (AAO-HNSF) has published five clinical consensus statements (CCSs) in Otolaryngology–Head and Neck Surgery, including: Diagnosis and Management of Nasal Valve Compromise (2010); CT Imaging Indications for Paranasal Sinus Disease (2012); Tracheostomy Care (2012); Pediatric Chronic Rhinosinusitis (2014); and this month Septoplasty with or without Inferior Turbinoplasty (2015). The CCS development manual supplement also appears in this month’s issue. The manual describes the methodology used by the AAO-HNSF to promote rapid and consistent development of CCSs when the evidence is lacking for development of a clinical practice guideline (CPG). A CCS integrates structured expert opinions with the existing literature to try and provide some clarification on points that are quality improvement opportunities related to a particular topic. In contrast to CPGs, which are based primarily on high-level evidence, clinical consensus statements are more applicable to situations where evidence is limited or lacking, yet there are still opportunities to reduce uncertainty and improve quality of care. Much like the AAO-HNSF Clinical Practice Guideline Development Manual, Third Edition: A Quality-Driven Approach for Translating Evidence into Action, which has now been cited 119 times, the goal of the Clinical Consensus Statement Development Manual is to provide readers with the detailed methodology used by the AAO-HNSF to develop its clinical consensus statements. Publication of the manual facilitates transparency of the AAO-HNSF process and also provides a tool for other organizations to replicate our process. In summary, the AAO-HNSF utilizes a modified Delphi Survey Method to develop its CCSs. The Delphi Method involves using multiple anonymous surveys to assess for objective consensus within an expert panel. This rigorous and standardized approach minimized bias and facilitated content expert consensus. While the CCS development manual contains specific practices relevant to the AAO-HNSF, we believe that the principles explained therein will be a valuable tool for our Members, the subspecialty societies, and to external organizations as well. Comparison of key characteristics of consensus statements vs. guidelines* Characteristic Clinical consensus statement Clinical practice guideline Primary output Statements of fact based on best evidence and expert consensus Recommendations for action based on best evidence and explicit consideration of benefits, harms, values, and preferences Level of evidence Observational studies and expert consensus; higher levels of evidence when available Systematic reviews and randomized controlled trials; lower level evidence as needed for research gaps Size of development group 8 to 10; possibly more 15 to 20 Composition of development group Otolaryngologists; content experts a majority; may include other disciplines as needed Multidisciplinary, including consumers; content experts a minority; includes all stakeholders in the target audience Perspective of development group member Member serves as a content expert based on individual knowledge and experience Member advocates for the discipline or constituency they were appointed to represent Time frame 6 to 8 months 12 to 18 months Meeting venues Conference calls and electronic mail In-person meetings, conference calls, and electronic mail External review Limited review by relevant stakeholders Extensive review by all stakeholders, including open public comment *From the AAO-HNSF Clinical Consensus Statement Development Manual (2015). (In press)
2016 committee application opens November 1
Want to get more involved with your Academy? Apply to become a committee Member! The 2016 application cycle will open on November 1 and close on January 1, 2016.
Call for 2016 AAO-HNS election candidates
The Nominating Committee of the Academy is calling for recommendations of individuals to be considered for an AAO-HNS elective office.  Academy Member(s) must be in good standing, have proven leadership qualities, be active in the Academy, be familiar with the strategic direction of the Academy, and be able to dedicate the necessary time to serve.
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Teamwork
The following are the committee rosters of the Academy and Foundation, grouped by their clusters. These are all Members, unless otherwise noted who were appointed to terms October 1, 2015, as well as those continuing their service. The number following each name indicates the end of their term.
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Leadership opportunity: State Trackers for 2016
The AAO-HNS thanks its Member-volunteer State Trackers for their dedicated efforts during the 2015 state legislative sessions to effectively monitor issues and trends important to the specialty, your practices, and your patients.
Deadline for new tech applications
Looking to apply for a new or revised CPT code? As specified by the “AAO-HNS New Technology Pathway Requests Policies and Procedures” document (www.entnet.org/New-Tech-Policies-and-Procedures), the AAO-HNS New or Revised CPT Code Application is required to be submitted to the Academy 180 days prior to the AMA CPT Proposal submission deadline. The next Academy deadline is December 29, 2015.
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Access information anywhere with Otolaryngology–Head and Neck Surgery app
Print, online, and mobile—research can and should be available in multiple formats to meet the varying needs of our readership. This is why Otolaryngology–Head and Neck Surgery is available to you through a free mobile app.
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Humanitarian mission trip to Cameroon
I recently had the opportunity of a lifetime to participate in a two-week otolaryngology mission trip to Mbingo Baptist Hospital, Cameroon, with my mentor, Wayne M. Koch, MD, in April 2015. Dr. Koch has a long-standing relationship wth Mbingo Baptist Hospital (MBH) and travels there a number of times a year.
Why are RUC surveys important?
Your help is needed. The Academy needs experts three times a year to fill out RUC surveys for the American Medical Association (AMA) Specialty Society/Relative Value Update Committee.
Development of a professional code of conduct in an academic otolaryngology departmentExpanded from the print edition
Otolaryngology departments are increasingly becoming aware of the critical importance of professionalism in the academic medical setting.1 Growing evidence is showing that lack of civility in the workplace harms patient safety, employee satisfaction, and the broader institutional mission. Literature from other medical departments and from fields outside medicine suggests that a formalized written code of conduct is an effective method of clearly codifying the culture for all members of the organization, and of improving professional behavior.2
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Legislative Advocacy highlights from Annual Meeting
Another successful Annual Meeting & OTO EXPO(SM) has come and gone. In case you were unable to join us in Dallas, below is a brief overview of what you missed.
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Gaining public trust
Imagine that you are dependent on a system that you have been familiar with most of your life to provide preventative and life-saving care for you and your family. That system is now undergoing monumental, fast-moving changes that not even the architects or participants of the successor structure can define or explain to those who will be using it or making it work. Will you still have insurance coverage for you and your family? Will you be able to pay for the coverage and the dramatic increase in out-of-pocket costs you will be expected to pay? Well, this scenario does not require any imagination. This is what American patients are facing and will continue to face over the next three to five years.
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Those who can do more, volunteer
Most of us are used to a very specific type of work. Whether we are working in a clinic, a hospital, or an operating room, we are used to applying certain otolaryngologic skills every day. We learned those skills in medical school and in training, and keep them fresh with CME activities. We advance our careers because we become great at these skills. As a group, we are self-motivated and highly capable learners. Otolaryngology residency applicant personality types1 show us to be primarily extroverted, thinking, and judging. We become, and stay, busy in our practices and in our families.