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Health 2.0 Goes to Washington conference – DC, June 7th!

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With less than 3 weeks to go until this groundbreaking event, we are happy to announce 2 NEW special sessions!

  • Patients 2.0: Join Gilles Frydman, ACOR, as he hosts a panel of 7 vocal ePatients who will share their personal journeys and experiences navigating the healthcare system and the world of Health 2.0.
  • Moving the Needle on Innovation Together – A Workshop for Federal Agencies and Health 2.0 Companies: With your hosts Wil Yu, ONC and Julie Murchinson, Health 2.0 Accelerator and Manatt Health Solutions, roll up your sleeves for a hands-on session highlighting federal initiatives for care improvement where the government is funding programs and seeking solutions from the Health2.0 innovation community to “move the needle” forward on national healthcare priorities.

Also check out the updated agenda, don’t wait till it’s too late – REGISTER TODAY – and be there for this amazing line-up of speakers and presenters!

Dislodging the anchor

A well-established technique in negotiation is to “set an anchor.” The
idea is to be the first person to put out an offer in a negotiation in
which price is the main issue. Many people think, incorrectly, that you
are better off if you let the other party make the first offer. But,
no. An anchor, once set, has a powerful impact on the negotiation,
causing the final price to settle in its vicinity — even if the anchor
has no substantive basis.

I fear that we are seeing this phenomenon happening in Massachusetts. Many of you have followed our
current controversy regarding insurance rates for individuals and small
businesses. Lots of people with these kind of insurance policies found
themselves with large premium increases this year.

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How to Build a Culture of Innovation From the Inside Out

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“How do you inspire and enable innovation in a large organization?”

That’s the question I grapple with daily as director of Kaiser Permanente’s health care innovation center. I’ve observed that it isn’t sufficient to have a dedicated Innovation Center, an Innovation & Advanced Technology Group, or in-house Innovation Consultancy design group – all of which Kaiser Permanente has. The real question to solve is: “How do you create a culture that enables innovation throughout an organization?”

To explore answers to that, this week I am joining with physicians, nurses and design thinking, quality and innovation experts from the United Kingdom’s National Health Service and Kaiser Permanente for three days in South Devon, England, at the NHS Horizon Centre for Innovation, Education & Research in Healthcare, to share successful failures and best practices in innovation.

One contribution the NHS already has shared with the extended health care innovation community is a guide that helps leaders enhance the conditions for innovation: “Creating a Culture of Innovation.” Given that organizational leaders’ behaviors have a disproportionate influence on creating a culture that either hinders or aids innovation, Lynn Maher and Helen Bevan of the NHS Institute for Innovation and Improvement and Paul Plsek distilled the organizational research on innovation into a helpful “how to” guide outlining the seven dimensions of culture that support innovation. These principles, summarized below, can be applied to any organization.

So how can you begin building your own innovative culture — and how have we used these principles at Kaiser Permanente?

Risk-taking: Establish a climate in which people feel OK trying out new ideas by not shutting down ideas before they’ve been vetted. Leaders should demonstrate they are more interested in learning from failure than punishing people for it.

To foster innovative thinking at Kaiser Permanente, our Information Technology leadership created an Innovation Fund, an internal program that provides seed funding and support to teams of doctors and employees to facilitate the rapid prototyping of novel IT ideas and diffusion of successful innovations. Leadership also created iLabs, an innovation lab that serves as a technology research, advisory and software prototyping group that works with Kaiser Permanente innovators to help develop technology solutions for health care.

Resources: Resources are meant in the broadest sense of the term here. The traditional definition signifies an organizational commitment to innovation, but resources need not always be concrete. Time, permission and autonomy to innovate may be what is needed. For example, Kaiser Permanente’s Innovation Fund not only provides seed funding, but access to mentors and tools to jumpstart innovation.

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Are New Yorkers Sicker Than Patients in Atlanta–or Are They Just More Likely To Be Diagnosed?

At a dinner party in Manhattan, someone mentions the problems he has been having with his sinuses, and his doctor’s diagnosis. Since everyone at the table is over 40, his comment quickly leads to a lively discussion of back pain, rotator cuffs, high blood pressure, skin cancer, and diverticulitis. It seems that everyone in the room has been diagnosed with something. Finally, someone asks “Are we really that old? Can’t we talk about something else?” Everyone laughs and the conversation turns to politics.

I couldn’t help but recall that evening while reading an article in the May 12 New England Journal of Medicine (NEJM) titled “Regional Variations in Diagnostic Practices” written by a team of investigators at Dartmouth.

Earlier work done by researchers at Dartmouth has shown that patients in some regions receive moretreatment than others. This newest study, written by Yunje Song, senior author Elliott Fisher, and colleagues, goes further, to suggest that patients in places such as Miami, New York or McAllen, Texas are more likely to be diagnosed in the first place. “Their doctors order more tests and refer more patients to sub-specialists than doctors in Atlanta, Phoenix or Jackson, Mississippi,” explains Jonathan Skinner, one of the co-authors, “and so they discover more disease.”Continue reading…

Symantec tiptoes into health care

It’s always interesting to see examples of how mainstream tech companies move into health care. Symantec is following the path of taking its capabilities for storage management and cloud-based hosting and tweaking them so that they’re selling a storage system for images. Given that this means hospitals and image centers don’t have to buy and manage in house storage, that’s pretty attractive. But the interesting thing they’ve done is to create an easy way that any physician can share images with any other—either uploading images themselves to Symantec’s cloud storage or having them come from PACS systems or direct from imaging machines. And (assuming it takes off) that in turn will create viral pressure on image producers (like hospitals and imaging centers) to get them into the system and therefore buy more storage. Clever, huh.

I talked with Lori Wright, VP of SymantecHealth about this new image sharing service and she gave me a quick demo—all well captured on the trusty Flip cam. You’ll see why this is intriguing for doctors and, perhaps in the future, patients. (I can certainly imagine OBGYNs sharing ultrasounds with patients one day soon)

Design for America–I declare the winner

I met with Clay Johnson from Sunlight Labs yesterday and we talked about hackathons for health (much more to come on that) and the current Sunlight Foundation prize contest called Design for America. There are six individual prizes with one focused on visualizing health data, using data provided from the Community Health Data Initiative started by Todd Park, CTO of HHS, as part of his “data liberacion” campaign.

The contest closed yesterday, but I’m pretty sure I know who the crowd favorite is going to be! (Hat-tip to Regina Holliday's partner in crime Ted Eytan from whom I pinched this video).

HCAHPS Visualization from Eidolon Films on Vimeo.

You can meet Regina as she'll be on a couple of panels at Health 2.0 Goes to Washington.

DrChrono shows their iPad chops

The guys from DrChrono have come a long way since we saw them first just last summer. They have a SaaS based practice management system, but at Health 2.0 at the Doctor’s Office they introduced an iPad-based tool for physicians. Here’s a quick video I took of them last month, with a live fake demo of what it might look like in a real encounter between a real doctor, and a fake patient.

Y’all Come Back Now, Ya Hear?

Picture 9My recent post on the patient who thought I wasn’t worth paying caused a lot of discussion.  Most of it focused on the financial stresses of a patient in our system – something I am all too well aware of.  But some commenters (one in particular) felt that I was being excessive in my requirements for the patient.

While I think the person was way off-base in their comments, it did get me thinking about a difficult topic: how much is too much?  How often does a person need to come back, and when does bringing people back for frequent follow-up become excessive?  Some psychiatrists bring patients back every month for prescription refills, even patients who are stable.  I’ve had patients complain about physical therapists and even chiropractors who bring them back for multiple visits, incurring multiple charges to the patient.  These may all have merit (I certainly understand the psychiatrist’s perspective), but in each case I have had patients suggest that the clinicians were bringing them back to make more money.

The more I thought about this, the more I realized that there is definitely cause for concern that docs may bring people back to ensure a full schedule.  Since my schedule is full and my income is adequate, I have no need or desire to generate more business than I already have.  I have practiced for fifteen years, so I seldom have a slow day.  This makes the temptation to bring people in these grey areas much lower.  But there certainly are times when people complain about us “forcing” them to come in to be seen.  These areas include:

  • Obvious symptoms of a urinary tract infection
  • Sinus symptoms
  • Allergy symptoms requiring prescription medications
  • Acne

Our policy is that we are unwilling to call in antibiotics unless there is a sore throat  and fever associated with exposure to a documented case of strep in the house (seen in our office).  That is our policy, but reality says that the policy gets bent on a regular basis.  If I know a woman has frequent UTI’s, I sometimes will call in a prescription.  Overall, however, we stick by these rules because we are taking the risk of prescribing a medication, and have often found unexpected findings (such as high blood pressure or wheezing) in cases that sound straightforward.

But how often should a diabetic get seen?  I go a maximum of 6 months for the stable type-2 diabetic, although I usually do every 3 or 4 months.  What about the person with hypertension?  I like to see them every 6 months, but I do sometimes flex to 12 months for the particularly stable patient.  Do I fault people who are more rigid with their guidelines?  Not at all.  Even other physicians within my own practice are more rigid than I am on seeing patients.  I have the biggest practice, though, and so am trying to get everyone seen.

When copays were only $10 or $20, people didn’t argue much with being brought in more frequently.  Now that deductibles and copays are high, the frequency of complaints is much greater.  Ideally, the decision would have nothing to do with the charge, but would be based on what was medically right.  But medical rightness is a very subjective thing, and many doctors will have different standards.  When I get patients from other practices, they often have to adjust to our more rigid rules.  Sometimes they complain, and occasionally they leave to find a doctor who doesn’t force them to come in.

I have enough patients now that I don’t worry about such things.  I practice in a way that I think is best for my patients and have enough business that I don’t have to generate my own business.

Still, would it be better if primary care was cheaper?  I am not sure.  A bad consequence of the $10 copay days is that patients began to think we were worth only $10.  The disconnect of people from the true cost of care made them much more likely to be high-utilizers.  In an ideal world, I would only be driven to see patients based on their medical needs, and patients would trust that this was the case.  But we don’t live in an ideal world.

We don’t even live in a mediocre world.  That means that the argument and misunderstanding will rage on until…well…until the politicians can fix healthcare.

Rob Lamberts, MD, is a primary care physician practicing somewhere in the southeastern United States. He blogs regularly at Musings of a Distractible Mind, where this post first appeared. For some strange reason, he is often stopped by strangers on the street who mistake him for former Atlanta Braves star John Smoltz and ask “Hey, are you John Smoltz?” He is not John Smoltz. He is not a former major league baseball player.  He is a primary care physician.

COMMENTOLOGY: Only Two of Millions Who Need Health care

089232-3d-transparent-glass-icon-signs-z-roadsign90 The purpose of this letter is to
produce another example of the health care crisis facing millions of
hardworking Americans.  Both my wife and I are facing medical and
financial hardship due to the pending lack of health insurance coupled
with being diagnosed with two serious illnesses.

My wife and I are 57 and 58 years old
respectively. Throughout our adult lives, we have carried and paid for
health insurance through our jobs for both ourselves as well as our
minor children. We have never gone a single day without health
insurance. In 2003, my wife accepted a promotion resulting in a move
out of state from Minnesota. Five months after moving I was diagnosed
with throat cancer; fortunately I am doing well. In December of 2008,
my wife’s position was eliminated leaving her unemployed. She worked
continuously for this company for 28 1/2 years at the time of her
termination.

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Will the NFIB please go away…..

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Let’s be honest–I absolutely abhor the so-called National Federation of Independent Business (NFIB). It’s not a representative business group. In 2004 95% of their members said they voted for Bush, compared to 53% of all small business owners. (Remember that election was 50–50) Nonetheless, the first line of the recent NY Times article on NFIB joining the Republican Attorneys-General lawsuit on the individual mandate is that they’re trying to depoliticize the “largely Republican assault” on the new health care law. Ha, bloody ha.

But I’m not grumpy that the NFIB is joining this pointless lawsuit. I’m grumpy that they’re so blatantly going against the interest of small businesses. And yes I run one! So to remind you how stupid the NFIB is (in global not political terms) I’ve reprinted an article I wrote on Spot-on back in 2006–-and sadly nothing has changed. (The great thing about being a relatively veteran blogger is that I can really recycle material!)

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Small Business Shock-troops That Can’t Do Basic Math

Long ago, back in 1994 when Democrats walked freely in Washington, an outfit called the National Federation of Independent Business (NFIB) took a large role in overturning the Clinton health care plan and, consequently, a supporting role in the Republican Congressional victory later that year. And in health care policy, as they say in the movies: They’re baaaaaack.

Now, The NFIB is a narrow-(minded) interest group like any other; typical of any Washington trade association. But in health care it’s policy involves cutting off its nose to spite its own face and doing so with a rather dull knife.

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