Adults with the most limited health literacy rarely use digital resources for health information.
The increasingly complex needs of patients, an explosion of medical knowledge, and seismic shifts in healthcare systems have set the stage for a need for more effective communication.
Success demands team-based approaches that are centered on close collaboration among all types of providers from across the care continuum. As a result, achieving the triple aim of improving quality, lowering costs and enhancing the patient experience can only be done with a significantly altered and improved communication strategy.
The statistics cited by the Institute of Medicine IOM in a report 1 illustrate some of the challenges. Every year, the average elderly patient sees 7 physicians 5 specialists and 2 primary care physicians across 4 different practices.
Physicians in private practice caring for Medicare patients interact with as many as other physicians at different practices each year. The Communication in healthcare surgery patient is seen by 27 different healthcare providers while in the hospital.
One excellent recent illustration of the complexity of patient care came from Dr. Matthew Press, who described the interactions he had on behalf of a patient whom he had referred for tumor resection.
Press documented 40 communications with 11 other care providers 9 physicians, a social worker and the labwhile his patient had 5 procedures and 11 office visits over the 80 days from the date of diagnosis until the completion of tumor resection.
This culminates in a huge number of missed opportunities to deliver higher-quality and more cost-effective care. Fortunately, the literature is also replete with positive examples of the effects of communication.
Non-profits and even technology companies are creating new initiatives and new tools to facilitate communication among the care team and drive better patient outcomes. Given the financial and quality imperatives facing health care, it is not surprising that providers are at the forefront of developing new programs and tools to foster communication.
Innovative providers have borrowed from best practices in other industries, such as aviation, that are also critically dependent upon effective communication.
A notable example is the adoption of the checklist, popularized by the work of Peter Pronovost at Johns Hopkins University.
These efforts have begun to bear fruit. Medical errors are declining as physicians and hospitals have accepted and embraced the responsibility of patient safety. InNewYork-Presbyterian NYP launched an effort to create a safe and highly reliable organization that centered on establishing a just culture.
This included both ensuring that all staff felt free to speak up if they saw something they felt could negatively affect patient care, and communicating with and among staff about the nature and causes of errors that are discovered.
MCB, with its 13 core elements, has been designed to provide the highest quality, safest and most reliable care for patients by improving communication and collaboration among the care team and patients.
In addition to reinforcing openness and communication about errors, MCB adds daily structured interdisciplinary rounding to ensure communication between members of the care team.
Finally, assessing patients for palliative care eligibility, which is another care element, requires that the care team has held comprehensive, in-depth conversations with both patients and their families. Already in phase II of its development, internal data show that MCB has begun to deliver improvements in communication that, over time, are expected to lead to improved outcomes.About Us.
The North Carolina Healthcare Information & Communications Alliance, Inc. (NCHICA) is a nonprofit consortium dedicated to accelerating the transformation of the U.S.
healthcare system through the effective use . A proven prescription for effective communication that will empower health professionals to deliver the highest quality care―from the Academy of Communication in Healthcare.
Director of Medical HCN Healthcare – $, year (Permanent job opportunity) JOB DESCRIPTION: A complete list of demands for this position will . PLAN. Healthcare data sharing for our health plans partners. Claims, authorizations, quality metrics, and communication and collaboration tools for healthcare.
Award-Winning Tools and Information. Easy-to-use resources that help you encourage employees to get the most out of their benefit plan while motivating them to take a more active role in their health.
January 30, | This WIHI looks at how the communication tool known as SBAR (Situation-Background-Assessment-Recommendation) can be used for improved handoffs or to enhance newer processes, such as daily safety huddles, to achieve “psychological safety” among all staff.