“Noisy” healthcare decisions

Pedro Rey

Daniel Kahneman

A few months ago, Paco Miralles published in this blog "In medicine, there is too much noise", where he reviewed the latest book by psychologist and Nobel Prize winner in Economics Daniel Kahneman (together with Olivier Sibony and Cass Sunstein) Noise: A Flaw in Human Judgment. Since Paco himself suggested that the issue of noise in decision-making "could provide for several posts", I decided to make a slightly more extensive critique of what the reader will find in the book.

Cross-functional units, a challenge within reach

Jordi Varela

Editor

In 2003, a study led by Chris Ham observed that for eleven clinical situations related to chronicity and age, the NHS allocated up to three and a half times more hospital beds than Kaiser Permanente. This was such a surprising result that it generated great admiration for the European health managers by the Californian insurer, especially considering that, according to the researchers themselves, the success of KP lies in the transversal integration of its services, the promotion of self-care, the active role of community nurses and the involvement of physicians to achieve maximum resolution of problems in the framework of primary care.

Exercise as a clinical management tool

Paco Miralles
 

In the consultation of any internist...

• Mr Sebastián (68 years old), your glycated haemoglobin is in adequate parameters. Your diabetes doesn’t appear to have affected your kidney because you are not losing albumin. The tension controls are correct and I do not notice hypoglycaemia in the provided tests. Your diabetes is under controll.
• Do I continue with the same treatment?
• Yes, let's review the treatment. With insulin, we will maintain the same scheme that has worked so well. I remind you: from the basal, the long-lasting, you put 24 units, with a fixed guideline in meals of 8 units and correct it with the scheme written in the report (I don’t reproduce it so as not to bore you more). The rest of the treatment will stay the same.
• And I continue with the exercise?
• Sure! Keep walking for at least 45 minutes along the promenade (those of us who are lucky to live in a coastal city, especially Malaga).

"Machine learning" and clinical practice

@varelalaf

Machine learning is a branch of artificial intelligence based on the idea that systems can learn, identify patterns and make decisions with minimal human intervention, as is the case, for example, with weather forecasting. When I was little, the men of the time (then there were no women in these jobs) drew isobar lines on a blackboard where they had made their predictions based only on their experience and the four sources of data that came to them from the meteorological observatories. Now, as the forecasts are made by the models, meteorologists have enough time to comment on photos sent by viewers, in addition to raising awareness of the effects of pollution and climate change.

Treatments, tested

The other day, Xavier Bonfill and Iain Chalmers presented the Catalan edition of the book Testing Treatments. Better Research for Better Healthcare. This caught my attention and after 12 years of delay, I was motivated to read the work. It’s necessary to clarify that in 2006, the year of its first edition; I was a hospital CEO and had neither the head nor the time for this. Maybe one day we will have to talk about what the executives read. Be that as it may, this text is considered one of those that have laid the foundations of modern clinical management, which concentrates its focus on effectiveness, a goal as coveted as it is difficult (1).

Journalist Nick Ross, in the presentation of the first edition of the book, wrote: "This book is good for health; it shines light on the mysteries of how decisions about life and death are made. It goes to show how these criteria are generally lacking and it challenges doctors from around the world to change their ways.” On the other hand, Ben Goldacre, in the prologue of the second edition (2011), provides a really interesting quote: "The true purpose of the scientific method is to make sure that nature doesn’t mislead us into thinking that we know something that we don’t really know".

Against cookbook medicine

"How can modern medicine be so dehumanized?" is a question posed by Dr. Leana Wen and Dr. Joshua Kosowsky in “When doctors don’t listen”. According to them, with a few exceptions, the practice of medicine is subjugated by the dictatorship of guidelines, algorithms, codes, protocols and rules. "Cookbook medicine" they call it. Everyone is aware that many requested tests are unnecessary and that many people are subjected to anxiety induced by the prescribed manual diagnostic processes to rule out infrequent pathologies. The theory of the book is based on the fact that the process to arrive at a diagnosis is complex, requires an interview in which the patient can frankly express the story of what is happening to him, a physical examination according to the hypotheses that arise and a clinical reasoning participated by the patient himself; all this, very far from a manual practice.

I do therefore I am or the bias of intervention in medicine

Cristina Roure

This week, thanks to a post of Sergio Minué in the blog "El Gerente de Mediado", I discovered the recent publication of "Ending Medical Reversal" The book refers to situations in which new studies more robust than the pre-existing ones contradict the standards of commonly accepted practices, which have now proved ineffective or even harmful.

Some will recall such vivid examples as the use of protein C activated in sepsis, high dose chemotherapy combined with autotransplant of stem cell in metastatic breast cancer, the aprotinin in cardiac surgery, or hormone replacement therapy in postmenopausal women. All of them were used for years until proven harmful.

I have not been able to read the book yet, but I read a report by the same author; Dr. Vinay Prasad in Mayo Clinical Proceedings exposes his vast research. Over ten years, 363 studies evaluating established practices were published, out of which 146 (40%), between 12 and 19 per year, were revoked (1). The author explains in the following video that such revocations usually occur after the precipitous adoption of new therapies based on incomplete or inadequate studies.

Basic instruments for clinical management

In preparing this post I have chosen nine references which, in my opinion, have been milestones in the development of methodologies and tools that have shaped clinical management as we understand it today. To make it more understandable, I have framed these milestones in 5 relevant periods: the introduction of the concepts of quality in the 60s, the protocols in the 70s, the consensus in the 80s, the evidence of 90s and the safety of patients in the first decade of this century.

Modern clinical management: the basics

In recent decades, clinical management has had a couple of conceptual disruptions that have generated interest in the welfare act as an object of study. The first was when, in the early 90s a group of epidemiologists moved clinical epidemiology from the academy to the consultation and developed evidence-based medicine; and the second came when governments and health professionals became knowledgeable about the clinical work’s ability to do harm. The "To err is human" from the Institute of Medicine report in late 1999 was the turning point of patient safety programs. Now, in the second decade of the century, starting from those two fundaments (security and evidence), all the interest is in knowing what is the value that clinical practice brings to the health of people.

The conceptual foundations of modern clinical management

Physical examination is reclaimed

Acute vestibular syndrome, characterized by dizziness, nausea and vomiting, is often due to a local neuritis of the inner ear, despite the fact that a doctor cannot overlook that with these symptoms he or she must first rule out the vertebrobasilar stroke, a less common aetiology, but obviously a lot more serious. I chose this health condition because the neurologist David Newman-Toker from Johns Hopkins (and the team) have systematized HINTS (Head Impuls, Nystagmus and a Test Skew), an examination that requires nothing more than some basic neurologist’ tasks: a) the patient is asked to move his head while focusing at the examiner’s nose; b) the nystagmus is measured on lateral gaze, and c) one of the patient's eyes is covered with the hand while the other eye will focus at the examiner’s  nose and then the other eye is suddenly uncovered. On the understanding that family physicians and emergency room doctors know how to do this (and they probably do) the essential neurological examination before a persistent vestibular syndrome, should be aware that the study published by the team Newman-Toker in the Stroke journal states that HINTS has shown 100% sensitivity and 96% specificity so that the doctor can rule out the vertebrobasilar stroke in people with acute vestibular syndrome, values exceeding those of nuclear magnetic resonance.

The four habits of high value health care organizations, according to Richard Bohmer

In an article in Harvard Business Review, Fixing Health Care on the Front Lines, Richard Bohmer presented the three pillars of modern clinical management (see post: Clinical management as a mechanism of change). I like Bohmer’s contributions because he always looks at what can be done to bring the concepts to the real world, so it has seemed appropriate to comment on another one of his articles published in NEJM, The Four Habits of High-Value Health Care Organizations, which raises the logical point: if you want to encourage high value clinical practices, high value health organizations are paramount and for this reason, the author has studied the ways of working of the US healthcare institutions that are showing the best results in clinical and cost effectiveness (referencing the outcomes of Michael Porter) and he extracted 4 habits that, according to him, should be exportable:

Clinical management as a mechanism of change, according to Richard Bohmer

Richard Bohmer is a doctor, a professor at Harvard Business School and the author of "Designing Care". In his article, Fixing Health Care on the Front Lines, Bohmer defines the three pillars that should underlie modern clinical management, in short, these are: a) thoroughly implement the best practices, b) address the complex processes with mechanisms of trial and error, and c) learn from daily activity. "Almost none of the health organization is prepared to excel in these three pillars nowadays, says the author. In fact, most clinical services providers lack the capacity to adapt to the challenges imposed by science, innovation and social pressure, unlike what happens in other industries, constantly reengineering their models to suit the changing needs of their business core".

Rigorously implementing the best practices

The clinical practice guidelines (CPG) and the recommendations supported by strong evidence should translate in care routes (see Care Delivery Value Chain). Modern organizations know that the GPC are not only a matter regarding the medical profession, so they invest a lot of effort in the development of plans to make them feasible. Anyone even slightly concerned must be involved. Transforming a GPC into an operating process is equivalent with improving clinical effectiveness. Some examples: a) applying industrial methods to standard cardiac surgery processes at the Mayo Clinic, b) the myocardial codes and stroke codes that, in many regions, have been deployed with excellent results and c) development of organizational models that aim to reduce resistance to antibiotics (PROA) or to avoid unnecessary blood transfusions (PBM).

Addressing the complex processes with mechanisms of trial and error

A significant number of patients are suffering with pathologies that are not well known or show complexities resulting from a combination of clinical or even social circumstances that are difficult to manage. For these cases, the organizational response is teamwork which aims to find specific solutions while the actions will have to be adjusted by trial and error methods. Some examples: a) advancing the introduction of palliative care in cancer patients who are still following therapeutic healing guidelines, b) reconciling patient medication when transferring between hospital and primary care, and c) developing individualized therapeutic plans for complex chronic patients.

Learning from daily activity

The other day, in a class, I came across a few permanent and non-permanent markers and, as it happens, without realizing it, I ended up ruining the whiteboard. At the end of the class, I sincerely apologised to the head of the classroom and suggested that it would be a good idea, for the sake of their class boards, to withdraw the permanent markers, but the response I’ve got was one of those type "here we, always have done things this way". I assumed that they must go through a change of budgets in order to make changes in the classroom stationery. However to improve every day, is above all, a question of attitude. Some examples: a) in an office, faced with the fact that 20% of scheduled patients do not keep their appointment, a working group was created in order to analyse the causes and find solutions, b) in a hospital, ward nurses make proposals to be able to shift from intravenous to oral medications as soon as possible, regardless of the oversights of medical orders, and c) in an emergency department, they organize daily huddles to ensure that all the professionals can share their opinion on what happened that day and advance proposals to avoid the same problems reoccurring.

When we talk about structural reforms, I suspect that not everybody says the same thing. Many think of labour rights, or in financing or investment. These and other aspects are important, which is why the health care system has a recognized complexity. But make no mistake, only from the clinical management can the effectiveness and resource optimization can be improved. As Bohmer advocates, organizations, with doctors and nurses included, should apply best practices rigorously, should learn to make decisions as a team when the issues are peculiar and ought to have the appropriate attitude in order to change everyday things.

Jordi Varela

Editor

+ smart + connected = + effective

Michael Porter has published another anthology document, in this case for the industry; and the question raised is paramount, the one regarding the interconnectivity of products. According to the authors, the main value that industries of the last century conveyed to consumers was the quality, or the durability, or the performance of their products; but with the advent of computers, the value of adjustment to the circumstances took hold. Hybrid cars and robotics are examples of this. But Porter and Heppelmann explain that now the products, besides being smart, should come embedded with interconnectivity of origin, and argue that in the future this will be the differential value for competitiveness.

"Smart and interconnected products -the authors say- will change the consumers’ perception, but so will the rules of the competition game, so the industry will be affected by this new setting. The new wave of information technology improvements will result in disruptive improvements in the capabilities of products and services, which will result in radical changes in the world economy and human relations".

Leadership: difficulties and challenges

Managers from National Health Service consortiums now seem an endangered species, according to the King's Fund. Politicians have demanded cuts and they have fought greatly so that their centres can maintain the required levels of care. The result: the leakage of first level managers disappearing from the public system.

The first reference documents, which has as its subtitle "No More Heroes" (the green one), describes the new leadership style beyond the mandatory compliance to the objectives imposed from above. It said that Managers who have an inside perspective are essential if we want to get the doctors, nurses and other health professionals to do their work with quality. The new leadership should not only correspond to the manager, the heroism no longer makes sense. Therefore, now we need to have leaders throughout the organization, leaders who are present in every corner of all processes and, above all, know how to involve professionals in the management of resources, but also know how to facilitate the participation of patients in the decisions that affect them.