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What is Shannon Wiley looking forward to at this year's Asembia Specialty Pharmacy Summit? Find out more>


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Primary Care Providers Win Challenge of CMS Interpretation of Enhanced Payment Law

With the help and support of the Tennessee Medical Association, 21 Tennessee physicians of underserved communities joined together and retained Bass, Berry & Sims to file suit against the Centers for Medicare & Medicaid Services to stop improper collection efforts. Our team, led by David King, was successful in halting efforts to recoup TennCare payments that were used legitimately to expand services in communities that needed them. Read more

Tennessee Medical Association & Bass, Berry & Sims

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Thought Leadership

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Thought Leadership Spotlight

Download the Healthcare Fraud & Abuse Review 2017, authored by Bass, Berry & Sims

The Healthcare Fraud & Abuse Review 2017 details all healthcare-related False Claims Act settlements from last year, organized by particular sectors of the healthcare industry. In addition to reviewing all healthcare fraud-related settlements, the Review includes updates on enforcement-related litigation involving the Stark Law and Anti-Kickback Statute, and looks at the continued implications from the government's focus on enforcement efforts involving individual actors in connection with civil and criminal healthcare fraud investigations.

Click here to download the Review.

Labor Talk Blog: Proper Tone In Performance Management – Be an Andy, Not a Barney


June 9, 2014

To Andy Griffith Show aficionados, Andy was a true leader. Barney? Well, not so much. Why? Barney thought his job was to enforce rules, that any infraction had to be punished, that only then could appropriate respect for the rules and for authority be engendered. These sound like good things. So why did Barney seem to get it so wrong?

Barney did not recognize that his job was not to serve the rules but rather to serve the principle behind the rules – to serve the policies that the rules were designed to promote. Andy got it. Andy understood that at times, relationships meant more than enforcement (think Otis). Andy also knew that at times, proper use of authority meant strict enforcement (think the bullies Barney had to face at the risk of being beaten up).

As professionals in the HR world, the lessons are apparent. We must be thoughtful and intentional to understand the policy behind the rules. Our actions should not be to serve the rules or "catch" people in an enforcement mindset. Rather, our actions should serve the underlying policies the rules are designed to promote. Sometimes that may mean strict enforcement to ensure efficient operations, but sometimes it may mean a more relaxed approach. When to invoke these different approaches requires the use of sound judgment; it means striving to be more like Andy and less like Barney.

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