Man struggles to find life outside himself, unaware that the life he is seeking is within him.Kahlil Gibran
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I think this parallels the enduring human drive to search for Truth. There may or may not be an absolute Truth, but it is wrong to think we can discover Truth or understand what Truth is. Science, philosophy and religion are merely our endeavors to see what we can say about Truth.
I am both excited and worried about the recent enthusiasm for precision medicine (PM)
When I envision the ideal health care organization, I picture six characteristics.
A professional colleague asked me during a recent conversation bemoaning how hard it was to do quality primary care, why I bothered to keep pushing for change in the face of so much evidence that it was pointless. I told her, what we put up with is what we end up with.
I asked, why don’t you push back and demand change if you are so unhappy about the way things are? Because I watch you and see that it is pointless, she said.
The wave of the future is bringing game-changing cultural shifts in patient awareness and expectations. These are paralleled (and fed) by paradigm changing technologies. Clinicians and medical institutions will sink or swim depending on how well they ride these waves.
Those who choose the comfort of the familiar and predictable, who sit safely on the beach while they watch and wait, who allow others to build the future, these late adopters will ultimately be forced to enter the water. I predict they will never catch up, and will struggle merely to survive.
Are you a swimmer? Are you in the water, making waves? Or are you the audience, seeing life and health care as spectator sports?
I found a wonderful article by Udkin, Dreger and Sousa, and have updated and adapted it. See below the fold…
I found a snippet in my Evernote file, sadly without anything citing a source. I have adapted it to fit my experience with Clinical Quality Improvement activities. I suspect it is broadly applicable…
- It will take longer than expected.
- Not everyone will understand.
- At least one key player is not engaged.
- No matter how diligent the process, the team will miss something important.
- If everyone agrees, someone is not paying attention, or is being dishonest.
- The risk manager, lawyers, and upper level management really want to say no.
- When you are done, people will complain and you'll have to remind them of the mission.
- The result will not be what you planned.
- To the extent that you succeed, the important benefits will result from solving unforeseen complications.
Like most employees of large institutions, I am subject to a variety of ‘incentives’ that are designed to meet institutional needs, which may or may not be well aligned with my needs, to say nothing of the needs of my patients.
Teaching in our local family practice residency is one of the most enjoyable parts of my week. When a colleague recently asked why I liked it so much, it took some reflection to answer.
Slow down, you move too fast. It will all be over far too soon.
At a recent clinical staff meeting, a physician complained that the new requirement that clinicians enter all orders manually into the electronic record (CPOE) is slowing us down and causing errors. The IT and administrative staff were not the least sympathetic. Their message: it’s really not a big deal, it only takes an extra minute or two, and smart people like you should be able to master a simple skill like this. On the way home, I came up with a way to help them better understand: CPOE for management.
Did you know that there is a whole branch of psychology devoted to the impact of interruptions and distractions on learning, memory, performance, productivity, and decision making?
It’s frustrating when they won’t let you be a playwright, but then complain when you become a critic.
Lisl was very good high school skier but seemed not to have the race results she was capable of and everyone expected.
A physician friend commented recently that he was being ‘meeting-ed to death’ and wondered if it was intentional. It turns out, he was on to something.
You can’t make this stuff up. I pulled into our local BJ’s gas station on a recent rainy morning. It was quite busy and I looked around for the shortest line to join, Seeing a woman in her early 20s who appeared to be finished fueling as she re-holstered the nozzle in the pump and returned to her car, I pulled in behind her, expecting to promptly be able to pull up and buy gas. A car pulled in behind me, so I was now committed.
A friend recently explained why he retired from a long and rewarding career in medicine and medical education, despite still loving his one-on-one interactions with patients.
Workplace wellness and chronic disease management programs (now encouraged by the ACA) are quite common, but being a $6 billion dollar industry doesn't make them useful. Recent personal experience with one such program has led me to look more closely at the topic.