Michael E. Frisina

Michael E. Frisina received his B.S. degree from Saint Bonaventure University graduating with honors and distinguished military graduate. He earned his M.A. degree and completed doctoral course work at Indiana University receiving his doctorate, magna cum laude, from Auberdeen University. He completed post-graduate studies earning a certificate in International Bioethics from Girton College at Cambridge University in the United Kingdom.

Dr. Frisina served as a faculty member and subject matter expert in leadership and ethics at the United States Military Academy at West Point, New York, The United States Army Medical Department Center and School, San Antonio, Texas, and the Uniformed Services University of Health Sciences and School of Medicine, Bethesda, Maryland. Prior to entering civilian healthcare, he served as consultant to the Army Surgeon General for medical research and development and to the Department of Defense Human Genome Project. He is a Visiting Fellow in Medical Humanities at the Medical College of Pennsylvania and a Visiting Scholar at The Hastings Center.

Upon retirement from the United States Army Medical Department, Dr. Frisina founded a consulting firm specializing in leader development, peak performance coaching, and organizational development located in Columbia, South Carolina. He focuses his training on key methodologies for providing safe, high-quality, and patient centered care. He served in various leadership positions of hospital and healthcare systems specializing in the implementation of scientific, consistent, and measurable approaches for leader, staff, and process development to maximize the health, productivity, and profitability of the organization.

A certified expert in continuous quality improvement methodologies and a certified facilitator in life skill development, Dr. Frisina is featured in the prestigious "Doing The Right Things Right," publication of demonstrated best practice hospitals published by The Joint Commission. Dr. Frisina has authored numerous papers and published articles on leadership and organizational effectiveness. He is a contributing author to The Borden Institute's highly acclaimed textbook series on military medicine. His book, "Influential Leadership – Change Your Behavior, Change Your Organization, Change Health Care," published by Health Forum, the American Hospital Association Press in May 2011. Select comments on the preview of the book include comments from Dr. Bill Berry, Cardiothoracic Surgeon, and World Health Organization Project Sponsor for Safe Surgery 2015, and faculty member of Harvard School of Public Health. Dr. Frisina was recently the awarded the American College of Health Care Executives 2011 Educational Development Award, "Reducing the Finiancial Impact of Hospital Readmissions and Medical Mistakes."

Articles

H&HN Daily Columns by Michael E. Frisina:

• The Seven Skills of Influential Leaders
  By Michael E. Frisina - May 3, 2012
  Influential leaders recognize the importance of self-awareness, collaboration and highly effective relationships. Together, those strategies can help leaders build connections with employees and drive a hospital's overall performance.
  
  
• Leadership Lessons from the U.S. Army
  By Michael E. Frisina and Robert W. Frisina - September 15, 2011
  As the pace of change in health care accelerates, hospitals and health systems are facing the challenging task of staying current in a rapidly transforming industry.
  
  
• The Role of Leaders in Promoting Accountability
  By Michael E. Frisina - July 14, 2011
  In an excerpt from Influential Leadership, a new book from AHA Press, author Michael Frisina discusses two approaches for increasing collaboration and accountability in hospitals: role modeling and ending the blame game.
  
  
• Patient Safety Expert: Focus on Behavior Over Processes
  By Michael E. Frisina - May 16, 2011
  Patient safety expert Michael Frisina, author of the new book Influential Leadership, talks to H&HN editor Richard Hill about his theory that the behavior of hospital leaders is the biggest factor in improving quality and patient safety outcomes, eclipsing even technology and process improvements.