Showing posts with label Facebook. Show all posts
Showing posts with label Facebook. Show all posts

Tuesday, June 9, 2020

Contending with My FB Friends

Relationships and Accountability - Jason Lauritsen



Social media can be rather toxic, giving the full extent of humanity verbal access to you with no restraint on being abusive with no adverse consequences beyond being blocked.  Medical care also brings us into the full realm of humanity, mostly delightful people but a few for whom the most enticing response might be Undoctor.  But they rarely arrive in the hospital bed or the exam room as your perceived equal, keeping a cap on the abusiveness. But unlike patients who have no obligation to me beyond making an appointment, keeping it, and paying the fee but unchallenged acceptance provided their problem falls within my skill.  Social media is a more equal relationship but a more manageable one.  First, I am not required to show up.  Sermo has been dispatched for cause for some time.  After a few misgivings I might have been premature at not wanting to have trolls as my medical colleagues, any urge to reconnect has long since passed.  Twitter gives me access to some of the finest minds and most influential individuals around.  At that level it is not interactive at all.  At least my Congressional delegation sends a computerized thank you note when I comment on an issue, and usually my representative's position on the issue of concern to me.  Over the years, though, I've received my share of personal responses including my wording in their response.  It is really a forum for me to make a statement, though never to make a difference.  I cannot block anyone from hostility to my comments though I'm generally too much of a peasant in a forum where who you are matters more than what you think.

Facebook remains my media of choice, even to quasi-addiction in the absence of formal limitations on my frequency of access.  I know all the people designated friends personally.  I've largely stopped commenting on organizational sites where loons cannot be regulated away.  Most of my cohort comes from high school.  Ironically, few of us were close friends at the time but the exchange of comments has been respectful.  Each of us have developed over those 50 years certain proficiencies and certain predictabilites of response.  I never Unfriended anyone who I knew personally and only unfollow the occasional nudnik who posts ever ten minutes while awake or somebody who bypasses analysis to toss out a slogan.  But for the most part, my high school educated us well.

The situation with police misconduct leaves me a little at odds with my friends.  We vote the same.  We have different experiences.  My medical career has required mostly favorable interaction with constables who keep my hospital secure, officers who identify people on the street as needing medical care, prison guards who maintain a three way banter between me and the fellow handcuffed to the bed rail.  We agree that targeting Black folks for harshness is unprofessional at best, sometimes criminal or lethal at worst.  We analyze the best solution differently.  Hang the wrongdoers just doesn't change the culture.  

Medicine changed its culture in my professional lifetime.  I could not think of people more demeaning of the patient public than officers of the AMA and regional medical societies, who in many ways opposed physician accountability early in my career.  The state societies had to divest themselves of a unification requirement with a more haughty AMA just to maintain their own membership.  And we got accountability big time, but not objectionable accountability.  It came in the form of performance enhancement but without fear of reprisal which too often undermines that goal.  We have guidelines for many conditions with compliance of analyzed best practices by physicians.  Licensure requires some attention to making medical care safer through risk management.  Some of us find analysis of Big Data and institutional reporting requirements objectionable, though nobody objects to the improvement in care these efforts create.

Calls for police defunding or other punitive responses undermine public safety, not enhance it.  I already met hundreds of honorable officers as patients or in the workplace.  Some of the brutality that makes the cell phone camera exposees may very well be successful implementation of their training.  You don't fix that by any measure other than changing the training, establishing best practices, confidential peer reviews, CME appropriate to policing, and public image enhancement because you accomplished things worthy of public image enhancement.

My FB friends are probably no more outraged by events than me.  They are considerably less analytical than me and most experienced physicians in addressing it.  We've been there ourselves and succeeded but it took a generation.

Thursday, October 31, 2019

Jargon of Medical Enterprises.





Image result for medical gobbledygook


Vice President, Performance Excellence - Mid Atlantic Region

Executive Management


The institution from which I retired and regard with great fondness posted a recruiting ad which came to me passively via Facebook as a subscriber to the organization's postings.  I clicked the bold print title which took me to the parent institution's Job Opportunities.  The job expectations and requirements took about half a page.  Even though I have forty years experience with patient care and I thought a good grasp of when we excel and when we fall short, apparently Excellence that we strive for could use a task master to achieve.  And all this time at all the Physicians Network quarterly meetings they made me attend lest I forfeit my achievement bonus, they told us collectively what a great group of physicians we were.  And I think the conveyed assessment was correct, there are no grander, more dedicated and reasonably knowledgeable group of medical school graduates that I have encountered.  But apparently we still underperform, or do we?

So here's the description, with the organization's identity omitted, with the assumption that this could be anyplace in contemporary consolidated medicine.


The Regional Vice President, Performance Excellence will assist the Chief Executive Officer and Regional Leadership Team in change management, process improvement, lean implementation, Operational Excellence Improvement (OEI) and Transforming Operations (TO).
The Regional Vice President Performance Excellence has accountability for the oversight of performance improvement activities within <identity omitted> and will lead the organization's implementation of a lean management and production system. This role will assist senior leaders in the strategic deployment that propels <identity omitted> to top tier operational performance. The Regional Vice President Performance Excellence will support operational leaders and clinical units in the development of high performance operating plans and efficient deployment of resources. The individual who holds this position will exemplify the <identity omitted> mission, vision and values and acts in accordance with policies and procedures.
MINIMUM QUALIFICATIONS:
? Master's Degree in Systems Management or Business Administration with a minimum of five years' experience in complex industries such as healthcare, manufacturing, etc.
? Leads the development of performance improvement plans and collaborates with departmental leadership to develop operational goals linked to the performance improvement plans
? Fosters a culture of shared ownership for outcomes-driven improvement.
? Provides leadership for design and implementation of an effective and ongoing program to monitor, evaluate and improve the financial performance, efficiency and growth initiatives for the region
? Provides leadership for the system performance improvement program, including performance management and improvement training and operational excellence initiatives
? Creates a system-wide "lean" and/or other process improvement culture and is dedicated to coaching and driving operational efficiencies.
? Partners with clinical and non-clinical leadership across the enterprise to identify opportunities for greater organizational efficiency and process improvement
? Drives lean improvement initiatives in concert with leadership partners including initiatives related to waste and/or cost reduction.
? Establishes national benchmarking standards to improve operations by identifying best practice methodologies from within healthcare and other high performance industries.
? Integrates innovation into the redesign of systems and processes to ensure optimal outcomes and value
? Serves as a member of various organizational work groups, committees and teams to include serving as a member of the Regional Leadership Team
? Serves as a change agent and champion to drive organizational transformation in alignment with strategy and vision



 Now I am a college graduate with a solid if not spectacular verbal SAT score who endured many a class that required composition directed at making me proficient at expressing myself in an understandable way.  There is not a single word in this description that I do not understand as vocabulary..  About half the phrases I do not understand are those otherwise familiar words are strung together in sequence.  Could use a little help here, either from other experienced though likely younger doctors or maybe from people who thing they are qualified to pursue this opportunity, which I suspect pays more than they paid me.  My gestalt, shaded by modern experience, is that this is the update of what 1970's era physicians were taught as Buff & Turf.  Make the patient seem healthier than they really are, or in this case create the illusion that the doctors were more effective than they really were.  Oh, and do it with fewer doctors and nurses.

Did I come close?

Too many analysts and overseers, not enough value to those of us who contact the patients skin to skin, or even blue vinyl to skin.