Leadership - What Makes Doctors Value Patient Feedback - Sun and Planets Spirituality AYINRIN

 Leadership - 

What Makes Doctors Value Patient Feedback - Sun and Planets Spirituality AYINRIN



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Collecting and using patients’ evaluations of their providers has been a work in progress for the last thirty years — but the “progress” aspect is suddenly moving into high gear. The original goal of surveying patients was quality assurance — making sure nothing terrible was amiss. Today, the goal is actual quality improvement, and, as a result, the use of patient-generated data has become much more charged, especially when it comes to providing feedback to individual physicians. This could create a gulf between physicians and management. But, done right, it can actually align them.
The breakthrough has come in the last two years as the  move to full transparency — the continuous posting of patients’  numeric and verbatim evaluations —  has helped doctors and administrators come together around their shared purpose: improving outcomes, patient trust, and market share in a competitive environment.
Not so long ago, that assessment might have elicited eye-rolls from most physicians, who have often questioned the validity of patient evaluations of care. With good reason, they have asked: How can a score based on input from a handful of patients represent my value as a physician? How can data from six months ago be used to determine whether I will receive a bonus (or a penalty) today? Why should we rely on these data if it’s possible that only disgruntled patients respond? How can a patient with no medical training accurately evaluate their physician’s skill and the quality of their interaction?

Insight Center

  • Leading Change in Health Care
    A collaboration of the editors of Harvard Business Review and NEJM Group, exploring how pioneering providers are making change happen.

These are legitimate questions. But as more and more organizations embrace transparency, they’re learning how to design programs that diffuse these concerns and deliver benefits that clinicians themselves can see. When the idea was first broached at all of these organizations –  including Boston’s Beth Israel Deaconess Medical Center, the University of Utah Health System, and NorthShore-LIJ (soon to be Northwell Health) — physicians expressed fears that they will be misjudged and their reputations damaged.  But in our work with dozens of providers on their transparency initiatives, we find that the process of preparing for transparency leads to meaningful measures to address these concerns and ultimately improves trust between physicians and leadership. Often, after considerable fuss, the controversy dies down, and transparency becomes a point of mutual pride.
How does this change occur? It boils down to addressing concerns about the quality of data — its timeliness, robustness, and relevance — and illuminating the upsides of careful data collection.
Clinicians and management know that data on physician performance is valuable only if patient sample sizes are large enough and the data are current. Having a handful of year-old comments is all but meaningless in terms of numeric ratings. Typically, organizations will want to have a minimum of 30 to 50 patient evaluations for each physician, and ensure that data is continuously collected and then updated on patient-facing sites.
Not only do large sample sizes convince physicians that the data are solid, they assure that the provider organization’s physician ratings will rise to the top in any search. Thus when consumers search on a physician’s name, they’ll be steered to robust physician ratings rather than the less solid reporting often found on sites that rely upon fewer and less complete data.  This benefit aligns physicians and leadership around aggressive collection of thorough, current data.
Many organizations are now engaging in census-based surveying augmenting traditional mail or phone surveys with emailed surveys. This approach helps give every patient a voice — a laudable end in and of itself that also ensures sample sizes that are large enough that physicians and patients find them trustworthy.
The nature of the data collected is also important in engaging both physicians and patients in transparency programs. Numeric ratings (such as ranking a doctor’s communication effectiveness on a 1-5 scale) are important for data robustness, standardization, and statistical analysis; subjective patient comments provide engaging stories that attract patients to a provider’s website and encourage them to contribute their own perspectives. Consumers are hungry for first person reports of experiences from others like themselves. Patients’ comments meet this need and, as long as they’re unedited by the provider, increase the perceived legitimacy of the overall ratings
A large number of current, unedited patient comments also motivates clinicians to improve. There are no statistical considerations about a patient comment that a physician might take issue with — it happened. Praise is a strong reinforcer of positive behaviors and a means to remind physicians of their ultimate mission to reduce suffering. Critical comments, meanwhile, remind physicians of how important each interaction is for the patient, and provide feedback that’s necessary for improvement.
The good news for physicians, as well as their organizations, is that the majority of patient survey responses nationally (80 to 90%) are positive. Verbatim comments are often filled with gratitude. This dispels physicians’ anxiety that only dissatisfied patients will leave comments, and it allows physicians to be more open to learning from the occasional critical comment.
These infrequent negative comments also send a powerful message to consumers that the data aren’t sanitized and, so, can be trusted. By first addressing the more methodological issues that concern physicians, leaders can now broach the topic of whether patients are a good judge of the value being offered.
Finally, and critically, leadership must emphasize that patients are not rating physicians’ technical skill. The key measures used in transparency efforts relate to issues of clarity of communication, involvement in shared decision making, and the confidence patients have in their care provider.  Not only are patients legitimate judges of such concepts, they are the only true source of these outcome measures.

By committing to transparency, providers are acting on several key beliefs. First, they are reaffirming that patient evaluations are legitimate and important elements in evaluating quality of care. Second, they are establishing that sharing such feedback is good for both providers and the communities they serve. And finally, they are embracing the idea that such self-imposed accountability is key to serving patients’ needs and, ultimately, reducing suffering.
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