darrell g. kirch, m.d. president and ceo, aamc may 14, 2008
DESCRIPTION
Supporting a Culture of Collaboration Across Health Care MedBiquitous. Darrell G. Kirch, M.D. President and CEO, AAMC May 14, 2008. What Worries Americans About Health Care… …and What Role Can Technology Play in Eliminating Those Worries?. Will there be a doctor in the house when I need one?. - PowerPoint PPT PresentationTRANSCRIPT
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Supporting a Culture of Collaboration Across Health Care
MedBiquitous
Darrell G. Kirch, M.D.President and CEO, AAMCMay 14, 2008
![Page 2: Darrell G. Kirch, M.D. President and CEO, AAMC May 14, 2008](https://reader033.vdocuments.us/reader033/viewer/2022051418/56815854550346895dc5b089/html5/thumbnails/2.jpg)
What Worries Americans About Health Care…
…and What Role Can Technology Play in Eliminating Those Worries?
• Will there be a doctor in the house when I need one?
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First-Year Medical School Enrollment Projected to Increase 21% by 2012
15,000
16,000
17,000
18,000
19,000
20,000
21,000
22,000
2002 2004 2006 2008 2010 2012 2014 2016
Existing + New Schools
Existing Schools
16,488
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What Worries Americans About Health Care?
• Will there be a doctor in the house when I need one?
• Will I be able to pay the bill?
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The Fiscal Reality Hanging Over America
“GAO’s current long-term simulations continue to show ever-larger deficits resulting in a debt burden that ultimately spirals out of control.”
– David M. Walker U.S. Comptroller General
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What Worries Americans About Health Care?
• Will there be a doctor in the house when I need one?
• Will I be able to pay the bill?
• Will the system and the people in it actually “care” for me?
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The Patient
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The Expert
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The Technology
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Will technology remove all the barriers in medical education?
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Discontinuity in the Medical Education Continuum
Premedical Medical School
Residency and Fellowships
Practice
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The Decision Dilemma in Health Care
10
100
1000
1980 1990 2000 2010 2020Adapted from: W. Stead, Vanderbilt University
Human Cognitive Capacity
Fac
ts p
er D
ecis
ion
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Clinical and Translational Science Awards (CTSA) Research Network
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The Decision Dilemma in Health Care
10
100
1000
1980 1990 2000 2010 2020Adapted from: W. Stead, Vanderbilt University
Human Cognitive Capacity
Fac
ts p
er D
ecis
ion
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Connected 24/7
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The MCAT as the Gateway to a Career in Medicine
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A Virtual World-Wide Faculty
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Leaving the World of “See One, Do One, Teach One”
Source: Rhode Island Hospital Medical Simulation Centerwww.lifespan.org/rih/services/simctr/training/
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Building an E-portfolio Over a Career
Medical Professional
TrustedAgentHub
DataCompilation
DataCompilation
DataCompilation
DataRepository
DataRepository
DataRepository
DataRepository
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Technology as a Tool to Create a True Continuum of Lifelong Learning in Medicine
Premedical Medical School
Residency and Fellowships
Practice
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Technology as a Tool to Enable Individualized Physician Learning
Premedical Medical School
Residency and Fellowships
Practice
Premedical Medical School
Residency and Fellowships
Practice Life-longLearning
Two-YearCollege
Premedical Medical School
Residency and Fellowships
Practice Life-longLearning
Pre-medical
Medical School
Residency and Fellowships
Practice Life-longLearning
Non-Premed Degree
PracticeRe-training
Life-longLearning
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Will technology remove all the barriers in medical education?
No, but when used wisely, it can be a powerful enabling tool.
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Will technology solve all the problems in our health care system?
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Taking Physician Handwriting Out of the Equation
Photo courtesy of Evanston Northwestern Healthcare
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Relegating the Medical Chartto the Museum
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Real World ComparisonsAccessible to Patients
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Patient Feedback Becomes a Reality
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Will technology solve all the problems in our health care system?
No, but when used wisely, it can be a powerful enabling tool.
![Page 30: Darrell G. Kirch, M.D. President and CEO, AAMC May 14, 2008](https://reader033.vdocuments.us/reader033/viewer/2022051418/56815854550346895dc5b089/html5/thumbnails/30.jpg)
If our solving our problems in educating health professionals and
delivering health care isn’t as simple as strategically applying the latest technology, where should we turn
our attention?
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Embracing a New Culture in Health Care
“Culture eats strategyfor lunch every day”
Andy Grove
Former Chairman of Intel
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The Traditional Culture of Health Care
• Individualistic
• Autonomous
• Scholarly
• Expert-centered
• Competitive
• Focused
• High-achieving
• Hierarchical
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Embracing an Emerging Culture for Health Care
• Collaborative
• Transparent
• Outcomes-focused
• Mutually accountable
• Team-based
• Service-oriented
• Patient-centered
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If we want shared collaborative environments, we need standards.
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Technology standards can ultimately facilitate collaboration, but the pursuit of perfect standards and universal agreement is likely to slow progress.
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Standards in the absence of trust will go nowhere.
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What Does This Mean for Health Care Leaders?
If “culture eats strategyfor lunch every day…”
And if a positive culture is a key source of future excellence…
How do we change the culture in our institutions?
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#1 Make values explicit, and
use them visibly in everyday decisions!
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#2 Align governance, leadership, and
management across organizational
and “corporate” divisions!
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The Academic Health Center
Medical School
University
Physician Practice
Hospitals and Clinics
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#3 Use the tools of mission-based management
to realign and maximize resources!
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Program Assessment
Mission
Contribution
Financial Performance
High/LowHigh/Low
Low/Low
High/HighHigh/High
Low/HighLow/High
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#4 Foster collaboration and accountability,
accepting nothing short of
high performance teams in all mission areas!
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A New Model for the Organization – Creating High Performance Teams
Source: Katzenbach and Smith, 1993
PE
RF
OR
MA
NC
E I
MP
AC
T
TEAM EFFECTIVENESS
Pseudo-Team
Working Group
Real Team
Potential Team
High-performing Team
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#5 Focus leadership recruitment on
organizational fit, and do real succession
planning for long-term stability!
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Embracing an Emerging Culture for Health Care
• Collaborative
• Transparent
• Outcomes-focused
• Mutually accountable
• Team-based
• Service-oriented
• Patient-centered
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Diffusion of Innovations
Innovators(2.5%)
Early Adopters(13.5%)
Early Majority
(34%)
Late Majority
(34%)Laggards
(16%)
“Venturesome”Respond to Innovations
“Suggestible”Respond to Change
“Deliberate”Respond to Evidence “Skeptical”
Respond to Peer Pressure
“Traditional”Respond to Authority
E.M. Rogers and C. Cassel
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Culture Change as the Key to Shifting the Adoption Curve
Culture Change
Time to Adoption
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Creating a Culture of Teamwork and Collaboration
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Creating a Culture of Reliability and Quality in the Face of High Risk
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Creating a Culture Based on “Evidence” Rather Than “Eminence”
Issacs and Fitzgerald, BMJ 319: 1618, 1999
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Creating a Culture of Trust
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Creating a Culture in Which All Teach and All Learn
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An Integrated World of Education, Research, and Health Care – With the Patient at the Center
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