How a CEO learns

As you can tell from this blog and elsewhere, we are pursuing a very strong quality and safety agenda at BIDMC. Our progress to date has been good, but we have a long way to go. It is very satisfying and helpful for me to get to know people around the country who are doing the same, as we learn a lot from one another.

An example. Every time I hear Jim Conway from IHI give a talk, I learn something or am reminded of something important. He recently helped us during a joint retreat of the boards of BIDMC and our community hospital BID~Needham. The focus was the role of the board in governing quality and safety, a topic I have covered here earlier, but dealt with so much more effectively by Jim.

And then yesterday, he and I were making presentations at a different kind of meeting, and he repeated some of themes raised at our board retreat. He reviewed the lessons learned by the Dana Farber Cancer Institute in the ten years following the tragic death of a patient from a chemotherapy overdose. As a CEO, it helps me to hear these things again and again to really have the lessons from others' experiences sink in and to help consolidate my own thinking, and I am always grateful for the opportunity. Here are some highlights, in shorthand, without Jim's eloquence.

Key points about a culture of safety:

Based on trust, human rights, repentance, and forgiveness.
Patient and family centered.
Supports staff, enabling and motivating the highest levels of performance.
Acknowledges the high-risk and error-prone nature of health care.
Ensures individual and shared acceptance of responsibility and accountability.
Encourages and facilitates reporting and open communication about safety concerns in a fair and just environment.
Ensures that organizational structure's processes, goals and rewards are aligned with improving patient safety.
Learns from errors.
Shares stories.

And here are key points about actually implementing change. The theme is for the leadership of the place to force a kind of creative tension based on seeing what we want to the organization be -- our vision -- and telling the truth about where we are -- our current reality. That creative tension can only be resolved in two ways: (1) raising the current reality towards the vision, or (2) lowering the vision towards the current reality.* Of course, we aim for #1! (By the way, this involves particular challenges in academic medical centers, where the role of the CEO is somewhat different from other types of organizations.)

How you cultivate this creative tension over time:

Benchmark against the best practices.
Search for opportunities to be humbled.
Learn from the tragedies of others.
Keep patients and direct care staff "in the room", i.e., engaged in evaluation and decision-making.
Conduct critical risk assessments.
Story telling and learning.
Constantly look for trouble.
Be transparent.
Get information to those who need it to drive change.

I particularly like the idea of "constantly looking for trouble." Here's how you do it. Ask the staff on the floors the following questions:

What's keeping you awake at night?
What's your favorite work-around?
What kept you from giving the kind of care you want to give?

The folks in the room yesterday were slightly taken aback because an inherent characteristic of this approach is its transparency. In particular, your activities, flaws, and failures are open for the world to see. And they raised issues of the inappropriate portrayal and use of that information by those on the outside seeking commercial or political gain. Jim and I pointed out that there were some risks along those lines but that, for the most part, our ultimate constituency -- the public -- wants hospitals and doctors and other caregivers to succeed and believes in their good intentions. Transparency is consistent with maintaining that trust and indeed reinforces it because it sends a message that the organization is willing to hold itself accountable.



*This is based on the work of Peter Senge at MIT.

Grand Rounds Volume 4, Number 6

Welcome to Grand Rounds, a traveling road show of commentary from a variety of bloggers on a variety of topics. I was honored to be asked to host this week's edition.

During my relatively brief blogging experience, I have noticed that people hardly ever comment on my posts that are related to broad policy issues or scientific advances. Instead, it is the highly personal stories that seem to generate the most interest. So I asked people to submit articles with the following theme: A personal experience I (or a loved one) had at a hospital and how it caused me to change my behavior or beliefs. We got lots of submissions, and I am very pleased to share many of these with you.

As you might expect, many of these stories deal with physical or emotional pain, from the patient or the provider perspective, so be prepared to cringe from time to time as you empathize with the writer.

I'll start with Terry, just to prove I can be open-minded, in that she submitted her entry with a "Go Rockies!" closing comment! She notes: "I am a nurse anesthetist, and my blog is about my experiences delivering anesthesia care. My article is about a personal experience with anesthesia, and how it changed my life forever." I am willing to bet you cannot read it without feeling something. And here is another one from Bongi involving anaesthesia with a similar theme in a similar setting.

Barbara movingly writes about an unexpected conversation while a patient in a waiting room and how it taught her about hope.

Bruce tells us how an unnerving and awful early experience with a more senior physician when he was a nursing assistant made him into a better provider. Likewise, Tom shares how his time with a more positive mentor helped him be a better hospital administrator.

In another geat story from a current trainee, medical student Thomas Robey relays how the emotional roller coaster of witnessing a Caesarian delivery of an at-risk fetus changed his perspectives about the invasiveness of modern medicine.

Sid, who had a warm spot for the Red Sox during the World Series -- "I'm rooting for Boston in part because my wife went to Harvard and went to Fenway a few times, and in part because any team that betters the Yankees is my next favorite team" -- relates the story of what he learned while operating on another doctor. No short-cuts, no assumptions: Treat them like "regular" patients.

Susan notes: "I'm a volunteer ER chaplain who's written a post about how several visits with hospital patients have helped widen my definition of 'scripture.' And since this post prominently features Buffy the Vampire Slayer, it's also perfect for Halloween!"

Kerri Morrone, type 1 diabetic for over 21 years, finally finds a member of the medical community who actually listens. It makes all the difference. On that theme, Amy looks back on her two-year anniversary of her diabetes diagnosis, noting "the LIFE that I now appreciate as a gift worthy of celebration every single day."

Speaking of time, Laurie tells of her gratitude for providers who did a great job on a relative, but the real theme is her reflection on timing, self-care, and the fact that illness is never convenient but always illuminating. And I offer my own story about my mother that reminds us that there is no time like the present to prepare living wills and advance directives.

As usual, there are a bunch of people who submitted entries that are not related to this week's theme, but are really thoughtful or otherwise well done. Please give them a look. For this week, I have not included some very nice pieces on policy, pricing, management, transparency, and the like. As noted above, I was trying to change direction from those types of topics. Sorry to those authors.

As we consider the effects of the California fires on people's lives, check out this post by Dr. Paul Auerbach on how to survive in this fiery environment. He notes: "Given the awful situation we currently have in southern California with wildfires, every opportunity to distribute this sort of information on personal safety and what to do in an emergency situation is a big help to our firefighters, citizens, etc. Perhaps this advice will keep someone out of the hospital..." I am pleased to spread the word, Paul.

Speaking of prevention, David Williams offers advice about avoiding the norovirus. It is a really good thing to avoid.

We find amazing insights in this post by Jon Schnaars. "Amy Stern, one of our writers, had a chance to interview John Elder Robison about his new memoir that focuses on living with Asperger's."

And finally, just for fun, check out this rating system for medical care proposed by the author of How to Cope with Pain.

Thanks to all for your contributions. And, of course, thanks to Nick Genes, our founder. Have a great week. And, for those whose favorite teams didn't quite make it to or successfully through the World Series, wait till next year!

Meanwhile, Grand Rounds continues next week with Terry hosting at Counting Sheep. Please tune in.

Inside Baseball

Congratulations to the Red Sox for their ALDS, ALCS, and World Series victories and to their opponents -- Anaheim, Cleveland, and Colorado -- for bringing us scrappy and well-played October baseball.

Here is the play-by-play of last night's game, as immortalized in text messages between me and one of our nurses. (Everybody at BIDMC will know which one!) Hers in plain text. Mine in italics. Simultaneous messages when on the same line.

Hate towels.
Me 2. I am w John Henry in box in Denver. Not!

U Kill me! Lets parade on Tuesday together.

(Ellsbury double in the first.)
Rookies Rule!

(First Boston run.) Woo hoo.
Mikey next. Watch him 2b or more I predict.
(He's out.)
Well nxt time.

(First Holliday out.) Happy Holliday. NOT.

(Scoops up difficult play at first.) Ortiz is red hot. Awesome Papi.

(Second Holliday out.) Not so happy Holliday.

How r those towels working?

(Strike outs.) Holey. Lester!

(Lowell double in the fifth) XO XO XO XO from me to Mikey. Told u so!

Sweet.

(Lowell slides into home.) Face first! Stunning slide.

Love him.

(Lester leaves the mound after 5 2/3 innings.)
Bravo Lester!
Tip of the hat if he was in Boston.

Canceled OR schedule 4 Tuesday . . . official holiday.

(Lowell home run in the seventh.) XO XO XO XO from me to Mikey. Mikey!

Colorado pitcher pulled after six innings.
Sad way 4 Cook 2 leave.

(DelCarmen succeeds with batter in the sixth.)
Delc snuffs him!
(Hits against DelCarmen) Pity.

Gagne warming up?!
I saw. I could cry.

(Timlin clutch strike out.) Timlin!
Love the hunter! Never want to mess with him!

I lov this.

(Kielty home run.) Kielty! Say Bobby!

Not happy Holliday.
Bad nite 4 him.

(Manny pulled to move Ellsbury to left field, Crisp to center. Scenes of Manny in the dugout.)
Manny's white doo rag a diss on white crying towels.

(Colorado home run -- Atkins in the eighth -- narrows the lead to one run.)
Poor Oki.
Big girls don't cry.

(Top of ninth.)
We could use a run or 2.
Don't worry b happy.

(Bottom of the ninth inning starts.) 1 2 3

(Ellsbury nabs Carroll ball at the wall for second out of the ninth.)
Jake!
God is a sox fan.

(Final Pabelbon strike out.)
Ahh.

Love that dirty water.
Finally back 2 full nites' sleep.

Got 2 b at work at 5:30 ugh.
To bed after trophies.

I wish I was pres [of Red Sox Nation].
Next year.

Mikey as MVP!
MVP my man.

On Sidelines Parenting

In previous posts, I have offered comments on refereeing and on coaching in the context of youth soccer. Today I wade into the delicate arena of sidelines parenting.

This is prompted by a game I refereed yesterday in which the parents of a visiting team were not only yelling instructions to their teenage daughters but were "assisting" in making calls. The first was useless, the second counterproductive. On a few occasions, they would yell out "offsides" when it was not, and their daughters would stop running towards the ball after hearing this announcement, leading to at least one goal by the opposition. My favorite parental call was a demand for a free kick when two of the opposing defensive players collided and fell in the penalty area near their player, and their girl with the ball maintained her balance, possession of the ball, and even took a shot at the goal. "Hey, ref, when are you going to call it?"

These and other parental outbursts contributed to a feeling among their girls that they were somehow aggrieved by my calls, and then the girls started focusing on that rather than playing their game. Beyond affecting their performance, this attitude led one to commit a bad foul as she was trying to get even for perceived earlier slights, providing, of course, a free kick to the opposing team near the goal.

There are a number of things I advise parents when I am coaching a team. Here are excerpts of a note sent to parents of a U-12 team a few years ago.

A now, a word on our plans and expectations. Under-12 represents a threshold year for these girls. They are developing physically and emotionally in many wonderful and challenging ways. On the soccer front, they have gotten really good at many aspects of the game, but many aspects remain to be trained before they become really competent players. But they are ready for the next step, both physically and socially. Our goal is to foster individual development as players but also social development as team members. We will do this by creating an environment in which they have lots of fun while learning.

Every girl will play every position on the field, including goalie. Every girl will have approximately equal playing time in all games. Please expect that in the fall, I plan that we will lose many games: That is because we will be working on certain skills that are important in the long run and because I will intentionally assign girls to places on the field in which they are less competent.

Your role as parents is to please make sure the girls get to all practices and games on time, ready to play. If a practice starts at 5pm, please be on the field ready to play by 4:50. If a game starts at 10:30, please be there at 9:45 for a really thorough warm-up.

We expect each player to be at all games and practices unless the player, herself, has called me to explain why she will not be there. This is important. The girls are old enough to take personal responsibility for their commitment to the team: It is not your job to call on their behalf. If your daughter must miss a practice or a game, she should call me and talk to me directly or leave a complete message as to the reasons for her absence.

Your role as parents, too, is to encourage all the players during a game. Please do not engage in sideline coaching. No instructions. Feel free to say, "Good play, Suzie", but do not say, "Kick the ball, Suzie." You will see that I barely talk to the girls who are on the field during a game. Most coaching takes place during the practice sessions or while the girls are on the sidelines during a game. Giving instructions during a game is counterproductive and confusing and robs the girls of the most important developmental tasks: learning to think and communicate for themselves during the game.

Grand Rounds coming to this blog soon

Nick Genes created the blogging version of Grand Rounds several years ago. He calls it "the weekly rotating carnival of the best of the medical blogosphere." For reference, here is the current edition on Pallimed. I am honored to be asked to host Grand Rounds Volume 4, Number 6 on October 30.

Each week there is a theme, and I have suggested the following one for this week's edition: A personal experience I (or a loved one) had at a hospital and how it caused me to change my behavior or beliefs.

As I rewrite this on Sunday, October 28, it is too late for more submittals. Looking forward to seeing you on October 30.

Senator Murray has it right

Our good friends at Health Care for All were quick to jump on remarks made by State Senate President Terry Murray at the Greater Boston Chamber of Commerce and make a pitch for a return to rate regulation of health care in the state. First, to be clear, the Senator did not advocate this policy. Indeed, she had a number of very thoughtful comments about the underlying structural problems in the health care system in Massachusetts, to which I return in a moment.

I responded to HCFA:

Sorry, but rate regulation does not control costs. As a person who was intimately involved in rate regulation for years — of electricity, gas, and telephone companies — I know from experience that rate regulation generally creates a cost-plus environment for those companies subject to such supervision. This is because the legal framework for rate regulation makes it difficult for the regulator to second-guess costs incurred by the regulated entity. So, ironically, it is the high-cost, low-efficiency organizations who benefit relative to the low-cost, high-efficiency organizations.

To expand on this, regulated companies that have the greatest core competence in accounting and legal representation before the regulatory agency do the best under rate regulation. In contrast, those who develop the managerial and organizational skills to improve quality and cost efficiency find themselves relatively unrewarded.

If rate regulation is re-introduced, it will be those entities who enter the newly regulated environment with the highest base of costs who will start out with higher revenue streams. If some type of efficiency-based regulation is put in place, those higher cost organizations will have more to gain from future efficiency improvements than the ones who start out as lower cost providers. In short, regulation produces perverse incentives.

In earlier comments, I addressed the issue of the growth of costs in this state and offered a menu of options for dealing with this. Senator Murray offers her own sensible list of actions that could be implemented or encouraged by state government action. Some of these overlap with the ones I raised. Others are additive. Between these two lists, we pretty much cover the waterfront. Here is her list:

Increase our workforce capacity of nurses and primary care physicians.

Realign payment structures so that our primary care doctors are compensated at or near the same rate as specialists. We should also boost primary care services by carving out a larger role for Nurse Practitioners.

Support the creation of limited service clinics.

Require more public information and transparency. (This would include a public process to document the need for premium increases in excess of 7% in any given year.)

Expand our use of new technology that will streamline administrative functions and reduce the duplication of services.

Readjust the financial incentives that are the foundation of the current system and make smarter use of the money we are already spending.

Redesign the “determination of need” process that is supposed to provide statewide and regional planning for significant health care services.

Stranger in a strange land

A note from Dr. Tom Delbanco, the founder of our Division of General Medicine and Primary Care. I received it late last night, but I held for posting until just this moment for reasons that will be obvious.

Cross fingers for my survival. Visiting professor right now at U. Colorado. Grand Rounds tomorrow (Wednesday) at noon. Have decided to lead of with pix of Ortiz and Ramirez. May be shot. Still, it’s important….

Whew, I thought this was us

I received this email, and I first thought it was a complaint about us. But no, it was about another hospital in town, and the writer was drawing a contrast with our place! We continue to do our mystery shopper program to learn directly about these kinds of service glitches. I am not claiming perfection at our place, but we keep trying to do better and better.

In September, we were very pleased to hold a teleconference explaining our mystery shopper methodology as part of helping 14 hospitals around the country who had requested information after reading the June Boston Globe story. None were from Boston.

Upon driving up to the ambulatory clinic area we encountered heavy traffic, which required 4 Boston PD officers to direct traffic. On pulling into the ambulatory entrance valet parking area, we were told by the valet attendant to move on as the valet parking was full. He did not volunteer an alternative, but when I asked him I was directed to go to the parking structure [a short drive away]. So, I dropped my family member patient off (as she had been instructed to arrive 15 minutes prior to her appointment time, and it was exactly that time) and proceeded to the garage. However, when I reached there, the entrance to the garage was blocked off with a barrier and a sign saying that the lot was full. There was no mention of where patients should go. Had I been a patient from out of the area, I have no idea where I would have parked.

Once I did park and get into the hospital, I had trouble finding the right clinic, and a clinic front desk staff member who I asked had no idea either, offering only the explanation "I just started working here 3 days ago and so don't know these things yet."

On finally reaching the right clinic, I found my family member patient still in the waiting room. She had not been told by the front desk that the doctor was running behind. However, we learned from other patients who had been waiting for up to an hour and a half that she was running behind and that it is possible to give the front desk staff a cell phone number and to leave to get some lunch. We were not offered this option, but when we went to the front desk to ask, we were allowed to do this. On coming back, we still had to wait, and were finally called in at 1PM (for an appointment time that was for 11:00AM!)

Way to go, BID~Needham!

Here's a note sent to Jeff Liebman, CEO of our affiliated community hospital in Needham -- a very small hospital with a great ED and a big heart. We currently have plans to expand the emergency room because of the growth in demand we have seen and are projecting in Needham and the surrounding towns. (By the way, use of the ED in this hospital helps relieve pressure on crowded ED's downtown.)

Dear Jeff:
Unfortunately, I had the opportunity to spend another evening in the Emergency Department. Fortunately, it was at Beth Israel Deaconess - Needham!!!

At about 8:30 P.M. on Monday evening, my mother (85 years old & living alone in her home in Newton) tried to avoid/swat a bee in her kitchen, lost her balance, fell backwards against the wall, and thought she had broken her wrist. I was at a business meeting in Hartford, CT with my brother when she called.

What does one do in a situation like that?

I called my sister-in-law and suggested that she bring my mother directly to BID~Needham.

Meanwhile, my brother and and I headed home immediately to help out in any way we could.

Jeff, by the time I arrived at the ED, there was nothing for me to do except watch Dr. U put a splint on my mom's broken wrist, listen to his clear instructions, suggestions and follow-up plan, hear some closing and encouraging remarks from both the doctor and the nurses, and take my mom home.

All of that in under two hours - unbelievable!!! My mother's comfort level was such that she was even counseling one of the nurses on her social life.

The ease, the smoothness, the speed, the attention to detail, the understanding, the clarity, and most of all the care - all were outstanding.

The team who treated my mother were all exceptional regarding not only her care but also their warm, informative approach to my mom, her situation and her condition.

Jeff, I do not want to spend any time in an ED, but if I must, the ED at BID~Needham is the place for me and my family. The entire staff could not have been more kind, compassionate and understanding.

I am sure you hear this often, but I wanted you to know what a great team you have and what a fine hospital you oversee.

Best personal regards,

Wanna help write my speech?

I have been invited to give the Brunel Lecture at MIT tomorrow (Tuesday) afternoon. This is a nice honor, but I am not so impressed with myself to miss this chance to ask you for help. I told them I would address the issue of process improvement in academic medical centers. If you have any stories about successes or failures in that environment, please post them, and I will try to wend them into my story. It would be even better if they could be somewhat humorous. But be forewarned: I will have a computer with projector tied into the Internet during my talk, so you might find your comment displayed for all to see.

Geekdoctor arrives!

I'd like to recommend a new blog, started by our indefatigable CIO, John Halamka. I am absolutely confident that people in the health care world -- and beyond -- will find it full of extremely useful ideas and thoughtful approaches to the information world of health care . . . and beyond.

Quick teamwork for one baby

A year ago, I wrote about the really tiny babies in our neonatal intensive care unit. The NICU is a wonderful place, full of optimism.

The other day, I was curious. I received a copy of this email from one of our neonatologists to several nurses and people from several other departments.

I just wanted to say thank you for your hard work and help with this situation. You potentially helped save the life of one our smallest and most vulnerable infants. The teamwork that was displayed and the constant support with this urgent matter was phenomenal. I would just like to say thank you. It is a pleasure to be working with all of you. It is people like you that make BIDMC a special place to work.

I has no idea what it was about, so I asked for an explanation. Here it is:

We had a patient exposed to chicken pox. Since all of my preemies are considered immunocompromised, chicken pox is a potential life-threatening disease. There used to be an immunoglobulin that we could give to patients. It is no longer available. Our only option was to get emergency compassionate use of an experimental immunoglobulin. The hitch was it had to be given in a very short amount of time after the exposure to be effective. That meant we had to get emergency IRB* approval, pharmacy on board, and the company to ship us the immunoglobulin. It all happened within about 24 hours. It was really amazing.

Amazing indeed. That little baby will probably never, ever hear the story of how a group of adults banded together to help make sure that s/he would grow up!

* The IRB is the internal supervisory body of medical staff and outside reviewers that approves protocols for human subject experiments.

I could have told them that

Our Dr. John Halmaka was just named CIO of the Year by the Massachusetts Technology Leadership Council in their review of all companies and industries in the state. From their website, the MTLC "is dedicated to fostering entrepreneurship and promoting the success of companies that develop and deploy technology across industry sectors."

Information in a Heartbeat

Back in April, I announced the formation of a new service at Beth Israel Deaconess Medical Center, the Cardiovascular Institute ("CVI") . This unique new patient care program encompasses all of BIDMC’s cardiology, cardiac surgery and vascular clinical services. Perhaps a bit boastfully, but I believe accurately, I stated that "The CVI will provide patients with the highest quality care – delivered by some of the best physicians in the world – in an integrated fashion unparalleled anywhere in the country."

I explained to our staff: "This group will build an integrated program from the bottom up. It will reflect advanced technology and clinical practice, the skills and drive of our clinicians, and the underlying needs of our patients and families. By aligning the goals and daily activities of physicians, nurses, allied health staff, administrators and the medical center, the CVI will create new opportunities to promote quality and safety, improve efficiencies, serve a larger number of patients, and put into action the best practices in cardiovascular medicine."

The CVI has already made great progress towards these goals, but that is not why I am writing this post. I am writing to tell you about a thoughtful -- and patient-centered -- idea that has been implemented by Dr. Ralph de la Torre, MD, the CVI's president and CEO. You see it pictured above.

If you are a patient in the CVI, you will receive the red heart shown above when you are discharged. When you open it, you will find a memory stick with your own patient record recorded for your personal use. Let's say you leave to spend time at your winter home in Florida or go on vacation to Arizona -- or England --- and you need to see a doctor there, either in an office or in an emergency room. Rather than engaging in a cumbersome exchange of medical records between incompatible information systems, you simply hand over your heart memory stick, and the local doctor or hospital can view the relevant information about your recent treatment at our hospital.

The memory stick will work on any computer with Microsoft software. There is no HIPAA issue. You own and control your medical record and only you can authorize someone to view it.

So, indeed, any doctor you trust can have your information in a heartbeat. A reassuring thing to have in your pocket after you have been treated for cardiovascular problems.

Training rounds

Sorry, I can't resist posting this old corny British joke sent by a good friend:

While making rounds, a doctor points out an X-ray to a group of medical students.

"As you can see," she says, "the patient limps because his left fibula and tibia are radically arched. Michael, what would you do in a case like this?"

"Well," ponders the student, "I suppose I'd limp too."

Generosity in Guatemala

A group of our nurses spent time this summer donating time in a rural mobile clinic taking care of, well, anybody who needed help. Here is a picture of them setting up the clinic in one Guatemala village. This is part of a program called Jungle Medic Missions run by a couple named Bryan and Riechelle Buchanan. Here is the journal entry from this particular group of nurses.

When I hear reports from one of our Emergency Department nurses, Nicole, about this program, I am incredibly impressed (again!) by the generosity of our staff in donating their time for this kind of cause. They spend all their professional time here in Boston taking care of sick people, and then they use their vacation time to do the same for those less fortunate. We should also be reminded that, whatever our health care access problems here, there are parts of the world that go for months and longer without having access to medical professionals.

I hope you will join our family in sending financial support to this worthwhile cause.

Reminder about hand hygiene

I have a cameo appearance on an NPR report tonight by Richard Knox on hospital acquired infections and again discussed the issue of hand hygiene. You can listen here.

We have made some, but not satisfactory, progress on the hand hygiene issue at our hospital. In keeping with our emphasis on transparency, you can look here and use the pull down menu of "alphabetical listing of topics" to view the "hand hygiene" figures through the spring, about which I commented in April.

We keep adding ideas and programs in this arena, for visitors as well as providers, using virtually every idea we can scour from other hospitals in the country. But no one has discovered the silver bullet on this yet. If you hear of any good ideas, please submit them. Meanwhile, I am anxiously awaiting the next period's figures to see if we have improved.

Good work by the MHA

The MA Hospital Association has organized its members into producing a website presenting data on falls and bed sores in the state's hospitals. Here's a summary of the program and a link to the website.

The MA Nurses Association quickly said that this was "just another public relations gimmick by the hospital industry to avoid doing what they should be doing, which is to prevent these complications from occurring in the first place." (Sorry, I don't have a link to this quote. The press release was emailed to me.)

I understand that the MNA is pursuing a certain agenda that the MHA has opposed, i.e., legislation to mandate nurse staffing ratios, but it is a shame that it could not find a way to compliment the MHA for doing something worthwhile. As I have discussed elsewhere, publication of clinical results is a highly effective way of holding organizations accountable and helping to drive quality improvement.

Is it just a sign of the times that discourse on such items has to be the victim of polarization on other issues?

Do you respect me more or less?

Eliot writes a comment on one of my postings below:

Mr. Levy,
Your consistently anti-union bias makes me respect you less. You may think you are being reasoned and dispassionate; simply responding to unfair attacks upon your integrity by SEIU, but I think you are ignoring the inherent tilt in your opinions which comes through with every blog post you write on this subject.
October 13, 2007 10:37 PM

Thank you, Eliot. I understand that one of the possibilities from expressing my opinions publicly is that some people will respect me less. Another is that some will respect me more.

But, I don't believe that you should respect someone more or less for opinions stated. I believe you should respect or not respect people for the actions they take and the deeds they do.

On the specific point you raise. I do like to think I am being reasoned, but several of you have pointed out what you believe to be inconsistencies in my logic. I created this blog to give people a chance to comment in whatever way they like, so it is perfectly fine to disagree.

I do not claim to be dispassionate. In the last six years, I have come to have great affection for this hospital and the people who work here. When I see that hospital and those people coming under attack, I respond. Once again, you are free to point out flaws in that response.

And, finally, you should be careful of the term "anti-union". I think if you talk to people who worked with me in other organizations in which unions were present or wanted to have representation, you would be hard-pressed to find folks who would use that description of me. With regard to union organizing at BIDMC, I have been very clear about my opinion, starting months ago with a note to our staff. Here's the pertinent excerpt:

"For me the underlying question is whether a union at BIDMC would enhance your ability to deliver the kind of patient care that is so important to all of us, to strengthen our research program, to improve our education programs, to strengthen our ability to serve the community, and to improve our employees' chances for personal and professional development and advancement. I do not believe that it would, and so I intend to advise you against creating a union here. Ultimately, though, the choice will be yours, and we will respect your judgment on that matter if and when the time comes for a fair and free vote on this issue."

I also said:

"We believe in free elections in which each employee, unencumbered by peer pressure or other outside forces, gets to vote "yes" or "no" in the sanctity of a private voting place. Thus, we cannot agree to a "neutrality" agreement nor to a system that bypasses the federal NLRB election process. In other parts of the country, hospitals that have taken similar positions to ours have found themselves subject to massive public relations attack by unions. The object of these attacks seems to be to denigrate the reputation of the hospitals and to put pressure on volunteer boards of trustees and management to agree to the unions' organizing terms."

I don't see any of this or my other comments as anti-union or unreasonable, but anyone is free to disagree. To me, what is more striking is the silence on the part of my colleagues from other hospitals, the insurance companies, and the business leaders in the state. Civic leadership demands that corporate and institutional leaders be clear where they stand on major issues of the day. And this is one. The SEIU has made it clear that it is targeting all of the Boston hospitals for organizing efforts. Dear colleagues, if you support what it is doing, please say so publicly. If you do not, now would be a good time to be heard. I know what you are saying privately, in the confines of those business meetings and board rooms . . . but it doesn't mean squat if you are not saying it to your elected representatives, the media, and the public. The SEIU is counting on your intimidated silence as a form of complicity. So far, you are squarely in the union's camp.

Tolerance as a religious imperative

As Ramadan winds down, I'd like to take a moment to wish my Muslim friends, associates, and readers "Eid Mubarak!" and to use this moment to refer all of my readers to some very elegant and wise words from His Highness the Aga Khan, the Imam of the Ismaili community.

A Dorchester story

Our community health center on Bowdoin Street in Dorchester is a neighborhood gem, providing clinical care to the neighborhood and also offering a source of comfort and support to families in troubled times. Our staff there are totally dedicated to their mission of public service, but sometimes they have to act in ways that go well beyond their job descriptions. Here's an email on which I was copied that was sent to the center's director by one of its doctors:

This past week was a heart wrenching experience for the community center with the violence of gun shots ringing out just down the street. I would like to acknowledge the act of courage of one of our staff during this event. She [name omitted] was having lunch in the local takeout restaurant across from the shooting incident. When two shooters appeared across the street from the restaurant and shot at their intended victim, without regard for her own safety she gathered up three young girls who were drawn to looking out the front window, as the action unfolded. She ushered and shielded them into a protected area.

Although later she confessed how dangerous and frightened she was, she thought only at the time of the young fragile lives needing protection.

I hope, by writing this memo, that others will read this and feel a same sense of pride that I have for the Bowdoin Street Community Center staff.

Afterwards a number of us wrote to this staff member and offered our thoughts and support, and, in characteristic fashion, she thoughtfully responded:

Thank you very much for your kind thoughts and support. It truly means a great deal to me that colleagues from the medical center take time to understand and acknowledge the challenges we face in providing care in this neighborhood. These kind of dramatic incidents do draw our attention, but the reality is that our staff deals with the impact of violence every day while caring for patients. I find that the cumulative secondary trauma has a greater impact than the single dramatic incidents. Your continued support and presence over the past several month means a great deal, thank you.

When I asked her if I could use this material on the blog, she further responded modestly, as I would have expected:

Good Morning Paul-
Well, my first thought is that I'm a little uncomfortable with the attention, although I'd like you to use the excerpts if you feel that placing this on your blog will increase awareness about the work we do and the challenges that are faced at the health center. Perhaps you could reference a social worker at BSHC and not include my name.

I do appreciate your support in helping us facilitate the changes that are within our control. Your commitment means a lot.

And then she added,

Although what would really help me get over this traumatic event would be to sit behind home plate at Friday's [Red Sox-Indians] game....just joking.

Well, here's the problem. I already allocated our tickets to an employee raffle -- the proceeds of which, by coincidence, will go to purchase a new passenger van to transport patients to and from this very health center -- but I tried to make up for that by buying her a bunch of raffle tickets. It will be super if she wins!

Now that's CPR!

An excerpt from a book (Icelanders, by Sigurgeir Sigurjonsson and Unnur Jokulsdottir, Forlagio, ISBN 9979-53-469-9) given to me after my talk in Iceland in August. I have been slowly reading it and came upon this story about a man named Stefan Stefanson, who lives in a very isolated area called Fagridalur.

I had a heart attack the year before last. Since then I haven't been up to the mountains as much. You don't have the same stamina for walking. I'd experienced it before. I thought I was getting asthma or some such nuisance, felt as if I was suffocating, then it got better. But it came back later. I was on my way home ... and found a Norwegian family on the road who had a puncture and needed a spanner, so I gave them a hand. I felt a touch of it then but it passed. So I drove home. I had a second attack by the gate here. There wasn't any pain but I felt as though I was suffocating. I drove through anyway and shut the gate. Then drove up the hill here beside the stream. That's the last thing I remember and in fact I died there. But I drove on home. Drove into the tree here in the garden, was flung against the steering wheel and gave myself a heart massage, jolting myself back to life. I drove a hundred metres as dead as a doornail. So you could say I was unlawfully alive.

Intended or unintended consequence?

On September 27, 2007, Governor Patrick signed a bill allowing the card-check form of organizing for public employees in Massachusetts. As reported by the State House News Service:

Gov. Deval Patrick thrilled a roomful of labor activists this morning, signing a new law that allows unions to organize without holding elections, but instead circulating cards. Patrick later waved off questions about the bill robbing anti-union workers of their rights, saying, “I think . . . the time for debating this bill is over. It’s been passed, it’s been signed. It is about making it more straightforward for people to organize in the workplace, and that was its intention, and we intend to see that that intention is carried out.”

Now, it appears that the law would apply to the organizing of teachers in the state's charter schools. Was this its intention, or an unintended consequence?

Way to go, Tufts!

Congratulations to Tufts University president Larry Bacow for offering student loan support plans for graduates who become teachers, social workers, or work for nonprofits. This is not surprising given Larry's personal commitment to public service. I think this is a great example and wonder why more heavily endowed universities on both sides of the Charles River don't also do this.

Kudos to Globe photographers

I was struck today, as I have been many times, by the excellence of the Boston Globe photographers. A particularly beautiful photo today, by David L. Ryan, is of sailboats and is on the front page of the Metro section. (Sorry, I couldn't find it on the electronic version of the paper. I wonder why it wasn't included.) David is one of several terrific photographers with the newspaper, and we are lucky to have them locally and also fortunate that the Globe editors are able to allocate sufficient space to properly present their work.

Things that come by email

How did we survive without some of the things that come by email? Perhaps, previously, they would never have existed. Here's the latest example, some correspondence between two friends on which I was copied.

This is weird, but interesting!

fi yuo cna raed tihs, yuo hvae a sgtrane mnid too Cna yuo raed tihs? Olny 55 plepoe out of 100 can. i cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it whotuit a pboerlm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Azanmig huh? yaeh and I awlyas tghuhot slpeling was ipmorantt! if you can raed tihs forwrad it.

And the response:

It even works in our friend's new tongue, Icelandic:

Svmkmaæt rnsanókn vi? Cmabrigde hkóásla ?á stkpiir ekki mlái í h?vaa rö? stfiar í o?ri eru, ?a? enia sem stikipr mlái er a? frtsyi og stías?i stinaurfn séu á rtéutm sat?. Aillr hniir sfitarnir gtea vire? í aöljrgu rlgui en ?ú gtuer smat lsei? ?a? a?vuledlgea. Áæ?satn fiyrr ?sesu er a? mnnashgrniuun les ekki hevrn satf friyr sig hleudr oir?? sem hiled.

And the explanation:

Here's a link to the science, dating back several years. Whew, close call. I almost did a spell check on this posting!

When good teams go wrong

Several years ago, I published an article in the Harvard Business Review entitled, The Nut Island Effect, When Good Teams Go Wrong. Here is a link to a preview of the article.

Here's the opening:

They were every manager’s dream team. They performed difficult, dirty, dangerous work without complaint, they put in thousands of hours of unpaid overtime, and they even dipped into their own pockets to buy spare parts. They needed virtually no supervision, handled their own staffing decisions, cross-trained each other, and ingeniously improvised their way around operational difficulties and budgetary constraints. They had tremendous esprit de corps and a deep commitment to the organization’s mission.

There was just one problem: their hard work helped lead to that mission’s catastrophic failure.

The team that traced this arc of futility were the 80 or so men and women who operated the Nut Island sewage treatment plant in Quincy, Massachusetts, from the late 1960s until it was decommissioned in 1997. During that period, these exemplary workers were determined to protect Boston Harbor from pollution. Yet in one six-month period in 1982, in the ordinary course of business, they released 3.7 billion gallons of raw sewage into the harbor. Other routine procedures they performed to keep the harbor clean, such as dumping massive amounts of chlorine into otherwise untreated sewage, actually worsened the harbor’s already dreadful water quality.

How could such a good team go so wrong? And why were the people of the Nut Island plant—not to mention their supervisors in Boston—unable to recognize that they were sabotaging themselves and their mission? These questions go to the heart of what I call the Nut Island effect, a destructive organizational dynamic I came to understand after serving four and a half years as the executive director of the public authority responsible for the metropolitan Boston sewer system.

As I note in the article, "Since leaving that job, I have shared the Nut Island story with managers from a wide range of organizations. Quite a few of them—hospital administrators, research librarians, senior corporate officers—react with a shock of recognition. They, too, have seen the Nut Island effect in action where they work."

Not that I am selling HBR, but here's where you can order the article. I would be really surprised if you do not have examples in your own organization.

Firing doctors

Several years ago, before taking this job, I was asked to turn around a relatively small clinical trials data processing company. I had to lay off a number of people who were not critical to the company's success, and one of these included a doctor who had been hired to expand the business into a certain area that we determined was no longer appropriate. This was not a case of incompetence or lack of energy or enthusiasm. He was great guy with terrific credentials, but we just could not afford his particular expertise in that troubled little company.

Recently, we had a chance to meet, and he confessed to me that my decision to lay him off had caused him to have a real crisis of confidence. He had never been fired before and, as he put it, his view of himself as a person and the job he did was one and inseparable. Here, I had torn them apart, and it took him a while to remember and feel that he was still as adept and valuable a physician as he had been before he was fired. Indeed, he was able to thank me, years later, for teaching him the important lesson that a particular job does not define who he is.

I replied to him that I thought that his initial reaction explained to me why doctor-managers often find it difficult to fire other doctors. They too quickly internalize how it would feel to themselves to be fired, and they project this onto others. They conclude that they cannot devalue the professional abilities of a fellow physician by terminating his or her employment. They have difficulty separating the business imperative from the degradation of one's self esteem.

(When I talk about safety and quality improvement in public forums, I often refer to an aspect of this problem. If you are a doctor, you have to assume that you are a good doctor and that you are taking good care of your patients. How could you live with yourself otherwise? You have devoted your life to this calling, and you have spent years and years in training, and you often live a lifestyle that is very demanding in service to your patients. And yet, we need doctors to understand that they are often part of systemic flaws in patient treatment that leads to death or injury. Admitting that makes them no less able as physicians. Quite the contrary.)

In the business world, personnel decisions have to be made for the greater good of the organization -- sometimes to save the jobs of hundreds of other workers. Good managers do their best to help employees who are not working out in a particular position by mentoring, training, or offering other support. But every now and then someone has to be fired. Notwithstanding that business imperative, doctor-managers are often overly influenced by physicians' view of themselves. I have seen dozens of cases in which this leads to leaving physicians in positions when the good of the organization demands otherwise.

Oddly enough, many of us in other professions seem more comfortable at being fired. In fact, we sometimes too easily tend to blame the boss for our own flaws. In any event, we often move right on to the next job, scarcely looking back. Maybe, too, that is why we are more adept at firing people. We understand that a termination notice is not necessarily a statement about a person's inherent worth. More often that not, it is just business.

I don't want you to read this and think that I am a person who enjoys firing people. Those who have worked with me know otherwise. They also know, however, that when the time comes to terminate someone's employment -- whether a physician or otherwise -- for the good of the majority in the organization, I do not hesitate.

On Coaching

Having coached for 20 years and having just witnessed, as a referee, many soccer games at our town's Columbus Day tournament, I again reaffirm my long-standing unscientific survey of games by noting that the teams that do the best are the one with the quietest coaches. Why is this?

Soccer is a thinking person's game, and it is hard for a player to think if an authority figure is yelling at you as the ball comes your way. Kids who are trained to think learn how to make the right decisions in the split-second action of a game. Kids who are trained to listen to their coaches learn to wait to be told what to do.

Here's what I was taught by a great coach, Dean Conway, in coaching school and try to pass along to my fellow coaches. You coach during practices or quietly on the sidelines to the players who are waiting to be substituted in. You do not yell instructions to players on the field -- especially ones near the ball -- because (1) by the time you yell something, the play has developed and your instruction is too late; (2) chances are that your instruction was wrong in the first instance, anyway; and (3) if the player is listening to you, she is not able to think for herself or does not hear a teammate calling for the pass or otherwise saying something important.

Coaches who are reading this and don't believe me should hear what the kids say to each other and to me (as referee) on the field when their coaches persist in yelling instructions. Trust me, their comments about you are not pretty.

As a coach in a tournament, I love it when the opposing coach yells instructions. Two things happen. First, I see the other team's players get all tense, make mistakes, and lose their sense of teamwork. Second, my kids turn to me and say, "Can you believe that guy?" Then they (not I) win the game.

Now I see

And while we are on quotes, one of my favorites is by Pasteur on the nature of scientific discovery: "Chance favors the prepared mind." See this article, too, on "Aha!" moments.

For music lovers

Maybe you have heard this line by Mark Twain, but I had not till yesterday: "I'm told that Wagner's music is not as bad as it sounds."

Kettles are hot stuff

A few weeks ago, a friend was climbing Mt. Wachusett in central Massachusetts and witnessed a portion of the annual hawk migration, in which hundreds of hawks join together in circular updrafts on their way south. It sounded really special, and then on September 20 I saw a small version just off the MA Turnpike in Ludlow -- about 30-40 birds in an upwardly rising vortex. I mentioned this to a colleague at a meeting yesterday after she pointed out the grackles out the window on their migration, and she told me of stories of kettles of 65,000 hawks en route to Mexico. Hard to imagine until you look at this site, which also gives instructions on how you count the number of birds. My colleague also recommended Living on the Wind by Scott Weidensaul as an authoritative source on these matters, and I am pleased to pass along the suggestion to you.

Nice work, CGH

Congratulations to Tom Quinn, president and CEO of Community General Hospital in Syracuse, NY, for posting the results of their Joint Commission survey on September 28 -- and for the very respectable survey results!

Epilepsy Treatment

A relative of mine in California is about to have a vagus nerve stimulation (VNS) implant installed for treatment of epileptic seizures. Her quote: "My new neurologist, who is an epileptologist, suggested I consider VNS to control my seizures since they are considered intractable if not controlled by taking two medications (and I take three). I know there are no guarantees, and there are (generally) minor side effects. My doctor gave me names of other patients to talk to, and Cyberonics' representative met with us to answer questions in advance. It's an outpatient procedure at Kaiser."

Anyone out there want to offer comments on their personal experience with this therapy to help her in anticipation of her surgery next week, and the device being turned on a couple of weeks after?

Artistry everywhere!

As you have seen, I like using this blog to post information about local artists and craftspeople, performers, and, of course, my favorite author and other writers, too. I hope you don't mind, but it is a nice break from the serious business of health care, about which it is too easy to get too serious. And after all, why are we trying to keep people healthy anyway, if not to enjoy the finer things in life, like music, art, dance, and other culture?

Here's another local artist, Laura Davidson, who was referred by a friend, who says: "This wonderful artist makes Victorian style tunnel books -- beautiful little trifles that are kind of accordions folded." One timely one is pictured above, in honor of the season.

And, speaking of dance, check out this forthcoming performance in Cambridge in November. Watch out, nepotism involved in this one!

Hester's Blog Posting

A note I received today from Hester Hill Schnipper, a wonderful social worker at our hospital:

I am sending this to alert you to a new venture that I have undertaken. Revolution Health is a new website, founded by Steve Case, the man who began AOL. I have agreed to serve as the Breast Cancer Advocate -- which translates to writing a weekly blog, being available for questions and comments, monitoring the online support groups that we hope will flourish.

I am very excited about this opportunity to help create the kind of wonderful support that we have at BIDMC online, making our special brand of help available to women all over the world.

Don't worry: I am not leaving my day job!

Please check it out. I am sure Hester is eager to hear your thoughts. (And, I am really glad she is not leaving her day job.)

Chewbaca? Not!

Another timely piece in the Boston Globe by Monique Spencer.

Zipper bling!

Stepping way, way away from health care: For the person who has everything, see the pictures above for ZipBling necklaces. Yup, these are really made from zipper pulls. I think they are really neat and surprisingly attractive, and I like that they are often made from surplus materials. My friend Louise makes them in various colors, sizes, and styles. They close with a magnetic clasp. You can contact her at lloewenstein@comcast.net.

Future States, but not including Massachusetts

I was invited to speak at a National Academy of Engineering symposium today entitled "Health care as an adaptive enterprise, an engineering challenge." My fellow panelists were Christopher Meyer, Chief Executive of Monitor Networks; William B. Rouse, Executive Director of the Tennenbaum Institute at Georgia Tech; W. Mark Saltzman, Chair of the Department of Biomedical Engineering at Yale University; and Jerome H. Grossman, Director of the Harvard Health Care Delivery Project. The proceedings will be published by the NAE in a few months.

It is always helpful to leave the confines of Massachusetts to catch up on innovations in health care. Yes, I did mean to say it that way. You have to cross the state line to get a sense of what is happening or at least being considered in other jurisdictions.

To give Massachusetts credit, it did pass major legislation to help expand access to health insurance to its citizens. But there things stopped, without addressing a lot of underlying questions or preparing for structural changes in the industry. We create a Quality and Cost Council as part of the access reform bill, but treat it as an afterthought, with little authority and budget. We let protectionist groups stifle innovative, low-cost ways of delivering health care. We bumble away on the relatively simple issue of transparency of clinical results.

Oh, there is always a stated reason. We can't have minute clinics here because their patient records will not be electronically connected to doctors' offices (as if most doctors offices are connected to hospital information systems.) We can't enforce transparency because there are no single definitions of the rate of central line infections or hospital mortality (although, really folks, they are close enough.) And we don't have a strong quality and cost council because . . . gee, why? (Who could have an interest in slowing down government review of these items?)

Meanwhile, in the rest of the country, people are exploring interesting paths to disrupt the high cost-low efficiency-low quality health care delivery system in an effort to move from a cottage industry to something more worthy of the 21st Century. I'll leave the descriptions of these to the papers. Some will work. Some will not. What's interesting is that the people behind them are not targeting Massachusetts as a state to explore. The reason is clear. The entrenchment of our providers, insurers, and others makes it exceptionally difficult to introduce new service delivery models here.

Instead, the scenario for Massachusetts is surely one of further industry concentration, certainly on the provider side and perhaps on the payer side as well. The weaker hospitals and physician groups will continue to seek affiliation with the prospective winners (and, yes, of course I'd like BIDMC to be in that latter category) in order to get better reimbursements. The disruptive forces that would otherwise force all participants -- but especially the market leaders -- to think hard about quality, safety, and cost efficiency will be missing.

At some point, because of ongoing cost increases, there will be a public call for a return to rate-setting by the state, but it will come too late. The people of the state will already be paying a hidden tax for the reluctance of its officials and the silence of the business community to encourage a more vibrant market. With the return of price regulation, the rates set in this quasi-utility environment will ensure full cost recovery for the inefficiencies that will have been built into the system. As a former regulator, I am quite confident of this point: Price regulation is a highly ineffective mechanism for promoting innovation and efficiency.

Instead of preserving market power and then counting on price regulation as the final safeguard, why not allow lots of ideas to enter this state and see where they take us? Yes, take some risks. As Mr. Meyer pointed out at the NAE, and as you will read in his paper, history proves that the future belongs to the risk-takers. If you stand by and adopt a strategy whose main aim is to mitigate risk, you will be left behind.

In which state do we want to find ourselves ten years from now?

On refereeing

Just finished a very busy weekend of refereeing youth games, from U10 all the way though high school. I have been refereeing kids soccer since 1994 and really enjoy being out with boys and girls while they are out enjoying themselves.

There have been many reports of parents and coaches abusing referees during youth games, and I don't want to spend much time on that. People who have grown up yelling at professional refs at baseball, football, and basketball games and view it as a privilege of the ticket price (my favorite: "Hey ref, you are missing a good game!") forget that those of us who officiate at youth games are not professionals and do it strictly as a community activity. Yes, we get paid a little bit (I donate my pay to charities) but that is just a symbolic recognition of the time and commitment that goes into doing the job.

I have noticed that some coaches and parents sometimes forget that a soccer game consists of a group of children kicking a piece of leather around a grass field. Does such a game ever have deeper meaning that that? Sure, it promotes teamwork and skill development and other good things, but it is fundamentally a group of kids who are PLAYING. We need to remember what playing is all about.

The other point is that it is hard to be a good referee. You are making a multitude of decisions and judgment calls (especially in soccer, where you are trained to keep the flow of the game going and not interrupt things for minor fouls), and you are doing this in real time with 12, 16, or 22 players on the field. You do it in good weather and bad, and when you are fresh or tired. You are on the run for over an hour (reportedly 5 or 6 miles in a 90-minute game), and you do not have a substitute (unlike the players.) Plus, you can only call what you see, and you cannot be looking at the entire field all the time, and sometimes players block your view. If you are parent or coach, try it sometime during a practice scrimmage.

There are times you need to remind the adults to behave to maintain a positive atmosphere for the children during a game. Here are some of the most effective things I have seen a referee say to a coach who has been not behaving properly during youth games.

John (adult ref) jogs off the field as the game progresses and stands right next to a coach who has been carping about his calls. The coach says, "What are you doing here? You need to be on the field." John says, "You know, you are right. You CAN see things better from here."

Art (adult ref) stops near a coach who has been complaining. "How do you have time to both coach and referee? I can only do one at a time."

And finally, Ally (age 14 referee) approaches an adult coach who has been persistently yelling about her calls. He is 6 feet tall and 200 pounds. She is just reaching 5 feet and may be 100 pounds. She stands in front of him and looks up and says very quietly, "Don’t you think you are taking things a bit too seriously?" He is silent for the remainder of the game.

First (Class) Aid

Here's a picture of some of the BIDMC first aid team at Fenway Park last night, where they were recognized by the Red Sox in a pre-game ceremony for their great service to the patrons at the games. Nurse Cyndi Casey represented the group by throwing out the first pitch -- reportedly a strike over the inside corner.

Traffic Patterns

For years, my wife has claimed that the traffic gets worse every September in Boston. Not worse compared to the admittedly low-volume summer traffic, when many residents are on vacation and the 300,000 college kids are away. But worse compared to the previous September.

Each year, I disagree, saying that it just feels that way compared to the summer, and that you can't really remember what it was like a year previous. But this year, I am moving in her direction. Something is going terribly wrong this September. There are massive traffic tie-ups, randomly assorted throughout the metropolitan area. The "secret" routes the locals would usually take to avoid these are also congested.

If the Center for Short-Lived Phenomena were still around, I would send the query to them. But they seem to have disbanded. So, being a trained urban planner, I looked for the answer in the data.

If the number of miles of roads has stayed about the same, perhaps the number of vehicles on the roads has risen. Alas, it is really hard to get those numbers. Here is what I found on the web:

Total vehicles in operation in Massachusetts
2000 -- 4,933,209
2001 -- 5,198,221
2002 -- 5,406,846
2003 -- 5,479,394
2004 -- 5,456,267
2005 -- 5,420,206

Not good enough. I'm looking for a recent uptick and the data aren't there. Maybe I could dig up the number of new vehicles registered more recently. Here are those figures:

New Cars and Light Trucks Registered
2004 -- 329,941
2006 -- 291,556

But as new vehicles are registered, others are scrapped. The two charts seem to indicate that these may cancel out in any given year. For example, even though there were 300,000 new registrations in 2004, the 2005 total number of vehicles really didn't change very much.

But perhaps the use of vehicles has gone up even if the number has stayed about the same.

Maybe there is a hint from transit ridership. If that has gone down, more people would be driving their cars more often. We sometimes read articles about a decline in ridership. Did it happen this year?

Again, official current data are hard to find. Here are the latest published numbers I found.

Average weekday ridership on the MBTA
2000 -- 664,000
2001 -- 697,000
2002 -- 663,000
2003 -- 664,000

Not helpful at all.

Well, enough city planning for a Saturday morning. It is time for me to go referee some kids' soccer games. While I am away, perhaps someone out there can submit a good answer to this question. Or even just suggest some other theories.

October baseball

Back in March -- wanting to give my loyal blog readers ample opportunity to criticize or praise my managerial judgment -- I discussed our decision to be Official Hospital of the Boston Red Sox. The jury of my peers was split on that issue, but I want you to know that it is an intensely popular thing among our employees and physicians. Notwithstanding the (ahem!) high regard with which I am held by the staff, if I were to end this sponsorship arrangement, I would be dead meat. So I am happy to report that we were pleased to reach an agreement with the Red Sox to extend it for a second five-year term.

Here is a typical email from a staff member on the subject, when it looked like the team was imploding a couple of weeks ago, while our football franchise was doing really well:

Thank GOD! We have the Patriots to lessen the pain.
They won't break your heart like the SOX do 85 out 86 years!
Sincerely,
A lifelong disgruntled SOX fan!

PS. By the way, do you have any SOX tickets?

As you can imagine, when the playoffs arrive, there is a lot of interest in the allocation of our company seats at Fenway Park. We want to be really, really fair about this, while also using the opportunity to support a worthy cause. Here's how we solve the problem each year, as detailed in an excerpt from my email to the BIDMC community:

Dear BIDMC,

Now that a playoff berth for the Red Sox is assured, we can offer the long-awaited BIDMC Playoff Series Raffle. All are welcome to participate. As in the past, raffle tickets will be $5 each. You can buy as many as you like. As in the past, too, the proceeds of the raffle will be in recognition of a special group of people.

Who Benefits?
For the Divisional championship series, the proceeds will go to support the professional advancement programs of our Medical Technologists and other staff in the Pathology Department. These folks are among the unsung heroes of our hospital, performing millions of blood and tissue tests every year, running our blood bank, and carrying out other critically important tasks. Without them, the work of the hospital would grind to a halt. The proceeds of the raffle will give them scholarships to attend professional seminars. So, even if you don't win a game ticket, you can rest assured that your purchase will go to a worthy cause.

Which Tickets are These?
These are the two BIDMC corporate seats in Row 2 behind home plate. This is a view of the game that few get to experience, and here's your chance! We will pick three winners, one pair of tickets for each of the three potential home games. (Sorry, if you win the later game’s seats and there are fewer than three games, you will still get the tickets, but you will only get to use them by hanging them as decoration on your wall!)

We will do a separate raffle for the next playoff series, the ALCS, and the one after that, the World Series, if and when the Sox make it that far.

How Much, When and Where?
Raffle tickets cost $5 each. They will be on sale:

Friday, Sept. 28, and Monday, Oct. 1
11:30 a.m. – 1:30 p.m.
East campus Ullian dining area and west campus cafeteria

At off-site locations, the following staff members have graciously agreed to sell raffle tickets. Please be considerate and e-mail or call ahead before you visit:

** – Bowdoin St.
** – Lexington
** – Needham
** – 109 Brookline
** – Chelsea
** – Renaissance Center 5

The Rules
The raffle is for BIDMC, BID-Needham, BIDMC off-site, APG and CareGroup Corporate staff members and volunteers. You MUST HAVE A PHOTO ID FROM ONE OF THESE ORGANIZATIONS to purchase raffle tickets. There is no limit to the number of raffle tickets you may purchase.

If you work evenings or weekends, or cannot make the dates above, you can make a photocopy of your ID and ask a colleague to purchase raffle tickets for you, or you may contact Volunteer Services.

The winning raffle ticket will be drawn on Tuesday, Oct. 2, at 3:45 p.m. in my office. The winner will be informed via phone and e-mail, and the information will be posted on the BIDMC portal by 4 p.m.

Good luck!!

More SEIU letters to doctors

I have discussed below the tactical use of letters from the SEIU to doctors at our hospital. Here is another type of letter. This one was an email sent to the doctor's business address.

This is clever approach to appeal to doctors' sense of concern about patients and to try ultimately to create a divide between physicians and hospital administration. Let's deconstruct this a bit -- first on elements of style (which, admittedly, are very well done!) First, the writer gives the impression that she has actually talked with other doctors in the hospital, who recommended that she contact this one. But, none of those doctors' names are provided. Second, while for privacy reasons I have deleted some personal items relative to the author's family, she made use of a familial connection to medicine to generate a sense of camaraderie and appearance of some technical knowledge of the field. Finally, there is an element of informality in the closing, i.e., use of first name and "Cheers", as a way to present a sense of intimacy, along with the offer to hold conversations confidential.

On the substantive side, notice the choice of topic, as though there is something special or unusual about the issue of patient bed delays at this hospital. Every hospital in Boston has delays in patients passing through the Emergency Departments. This has been well documented. Ultimately has to do with how much bed capacity you choose to build on the medical/surgical floors and in the ICUs. Each hospital tries its best to manage bed capacity and avoid the need for expensive new construction. (I wonder if the SEIU has written letters like this to all of the Boston hospitals.)

From: Sara Rothstein
To: Dr **
Subject: Patient Bed Delays @ BIDMC

Dr ** -

A number of physicians across BIDMC have suggested that I talk to you about the hospital’s challenges with patient bed delays.

By way of introduction, I am working with SEIU 1199/United Healthcare Workers East and leading its new physician outreach project in Boston. The outreach project is being done in conjunction with the union's efforts to organize healthcare workers at hospitals across Boston. . . .

SEIU 1199/United Healthcare Workers East has a strong history of partnership with healthcare providers and we would like to have similar partnerships in Boston, with the hospitals and with the physicians. As such, I am meeting with physicians to better understand the concerns and priorities in their departments. A number of people have expressed frustrations with delays in moving patients from the ED to inpatient units, moving patients between inpatient units and moving patients out of the hospital. Everyone I’ve spoken to has recommended that I speak with you for more information.

Would you have some time to talk more about this? The conversation would absolutely be confidential. I’d be happy to meet with you at the hospital or elsewhere if you prefer.

I look forward to hearing from you.

Cheers,
Sara

Sara Rothstein
Physician Relations
SEIU

p.s. I want to apologize that you didn’t receive a letter we sent to BIDMC physicians last month. The letter to you was just returned to the union for being sent to the wrong address. I am attaching a copy of the letter and related attachments to this email. The letter was sent to physicians to explain our position on Free and Fair union elections. There has been a lot of back and forth on this topic between Paul Levy and the union and I’d be happy to answer any questions you may have.

Gotta love this one

In the continuing series on email solicitations to the CEO, here is one from a marketing company. If you are a marketing company, shouldn't you be better at marketing? Sorry if this embarrasses the sender, but I can't leave out certain items as I present the critique.

Hi Paul, [Use of "Hi" rather than "Dear". Use of first name rather than "Mr. Levy". This is overly familiar. May be appropriate among people of a certain generation, but definitely not so for people of my generation. BTW, in our hospital, we have a rule requiring patients to be addressed as Mr., or Mrs., or Ms. until and unless the patient permits the use of the first name.]

A friend of mine said we should be in touch. [An anonymous friend of his said we should be in touch. Is this supposed to be persuasive or meaningful?]

I am the Business Director for **, the leading medical marketing communications agency in Pittsburgh. [I love Pittsburgh as a city, but give me a reason to consider a firm that is not local when it comes to marketing.] We specialize in helping medical clients and laboratories build powerful brands and interactive experiences. [Why would I think that interactive marketing experiences would be of any value to or appropriate for a hospital?]

Can we be of any assistance to Beth Israel Deaconess Medical Center? [Hint: Never ask a question that has "yes" or "no" for an answer. The answer will always be "no".]

[Absence of "Yours truly" or other such closing.]

- Greg [Still overly informal.]

Greg **
Business Director
** Medical Marketing Communications The Marketing Agency to Medical Clients & Laboratories http://www.**.com/ [Poor formatting in that three lines of text are grouped together instead of starting each afresh. If I want a marketing company, I want one with good graphics and presentation skills.]
800.***.****

Yet another page from the playbook

Another in the continuing series about the tactics used by the Service Employees International Union during its union organizing efforts. In other jurisdictions, the SEIU has opposed hospitals who wanted to issue bonds to support clinical activities and projects. A key reason: To apply pressure on boards of trustees and management to agree to concessions that would tend to increase the chance of the union's success in organizing the workers.

Here in Massachusetts, the state agency charged with reviewing and ruling on such issues is Mass HEFA, the Health and Education Facilities Authority. This is a highly respected agency, one of the largest of its types in the country. It has diligently and professionally reviewed applications by non-profits to float bond issues for several decades.

Recently, Caregroup, the nonprofit corporation that owns BIDMC, Mt. Auburn Hospital, and New England Baptist Hospital, filed a notice with HEFA concerning a potential bond issue to fund capital improvements in the three hospitals. SEIU personnel have been monitoring this process and have most recently filed a Freedom of Information Request asking for documentation between CareGroup and HEFA on this proposal.

Of course, all information covered under the state's FOI law will provided, as it would be under any legitimate request. But this activity by the SEIU raises the question of whether the union intends to try to delay the issuance of such debt or to try to have unusual conditions applied to it, and if so, for what reasons and for what purpose.

[Disclosure: Many years ago, well before taking this job, I provided consulting services to MA HEFA in support of its effort to create an energy-purchasing cooperative for colleges, universities, hospitals and other non-profits across the state. The program, PowerOptions, remains in service to many non-profits in the state and continues to provides financial savings on their energy bills. I currently have no financial relationship with the agency and have not had any during any part of my tenure at BIDMC.]

The FTC rules

Check out this August 6 Federal Trade Commission ruling in Illinois, where a large hospital system resulting from a merger was ruled to have too much market power vis-a-vis its negotiations with managed care payers -- after the fact, in a retrospective review.

Three for the Road

1 - Eulogy for a Quality Measure

Dr. Thomas Lee writes in the New England Journal of Medicine:

On May 8, 2007, one of the best-known quality measures in health care was put to rest. The percentage of patients with acute myocardial infarction who receive a prescription for beta-blockers within 7 days of hospital discharge has been used to evaluate U.S. managed care plans since 1996. This measure will no longer be reported by the National Committee for Quality Assurance (NCQA) because it is simply no longer needed — a development that offers encouragement and important lessons.

The data in the graph show why the NCQA Committee on Performance Measurement voted unanimously to retire the beta-blocker measure. A . . .

Sorry, extract only without paying a fee -- but here are the next couple of sentences:

. . . decade ago, only two thirds of US patients who survived acute myocardial infarctions recieved beta-blockers; today, nearly all do. As the curve representing the 10th percentile crept above 90%, the NCQA found little variation among health plans. At least when it comes to this intervention, the U.S. health care system has become reliable.

2 - Mashup Request

Bob Coffield's excellent Health Care Law Blog had an interesting piece this past weekend citing NetDoc's mashup of HHS hospital data -- heart attacks, heart failure, pneumonia, surgical infection prevention -- with Google maps. Note the following thoughtful comment from Bonnie on this entry:

This is a very smart idea! Next, I want to see a mashup that shows hospitals within a certain region that exhibit the best infection control rates.

Well, maybe not Bonnie! After all, the site itself warns:

Important: This tool should not be used to make medical decisions - check the original data source (HHS Hospital Search) and discuss hospital options with your physician to select the best hospital for you. Neither hospital locations nor the accuracy of the rankings/data shown is guaranteed, and there may be errors and/or ommissions (sic).

3 - Does Disclosure Hurt Minorities?

Finally, a 2004 article in Circulation entitled "Racial Profiling,The Unintended Consequences of Coronary Artery Bypass Graft Report Cards," by Rachel M. Werner, MD, PhD; David A. Asch, MD, MBA; Daniel Polsky, PhD suggests:

Although public release of quality information through report cards is intended to improve health care, there may be unintended consequences of report cards, such as physicians avoiding high-risk patients to improve their ratings. If physicians believe that racial and ethnic minorities are at higher risk for poor outcomes, report cards could worsen existing racial and ethnic disparities in health care.

A similar conclusion was reiterated by a couple of the authors the next year:

Public reporting of quality information promotes a spirit of openness that may be valuable for enhancing trust of the health professions, but its ability to improve health remains undemonstrated, and public reporting may inadvertently reduce, rather than improve, quality. Given these limitations, it may be necessary to reassess the role of public quality reporting in quality improvement.

As arguments about disclosure start to be more vigorous here in Massachusetts, the first article is finding its way around the halls of government. Does anyone know if these same authors have updated their findings since 2005, or if there have been further articles by others on this subject?

Two ideas, one theirs, one mine

Here's theirs. Sir Brian Jarmin and Dr. Don Berwick today suggested that they would open a new page on the IHI website allowing hospitals that so desired to publicly report their hospital standardized mortality ratio, or HSMR. I have previously posted ours. I think this is a great idea. It would be voluntary, but I think it would also grow in popularity as hospitals get comfortable with more transparency.

Here's my idea. Why don't the insurers in Massachusetts require the hospitals here to report their HSMRs -- in private, with no publicity -- to them, the insurers, as a condition of being in the payers' networks? Why don't they also require the hospitals to submit their most recent Joint Commission survey? In both cases, if the results are out of whack with industry norms, or otherwise indicate quality or safety problems, the insurers could then require remediation plans to remain in good standing.

Event today in Boston -- Mortality Rates

Hospital Standardized Mortality Ratio:
A tool for consumer information and quality improvement?
Date: Monday, September 24, 2007, 9:30-11:30am
Location: Division of Health Care Finance and Policy, Daley Room
5th floor, China Trade Center, 2 Boylston Street, Boston, MA

Learn about the Hospital Standardized Mortality Ratio (HSMR).

Should hospital HSMR numbers be made public so that consumers can use this information in deciding where to get care?

Can the HSMR be used by hospitals to improve the care they provide?

Is the HSMR a reliable measure of mortality rates and one that can be used to compare hospitals' quality of care?

Speakers will address these questions and will provide perspectives on the use of HSMR for public reporting and for quality improvement within the hospital.

Professor Sir Brian Jarman, Senior Fellow at the Institute for Healthcare Improvement, Boston and Emeritus Professor at Imperial College, London, former President of the British Medical Association and developer of the HSMR.

Paul Levy, President and CEO, Beth Israel Deaconess Medical Center.

Gregg Meyer, MD, MSc, Senior Vice President for Quality and Patient Safety for the Massachusetts General Hospital and the Massachusetts General Physicians Organization.

John E. McDonough, PhD, Executive Director, Health Care for All.

Kenneth Sands, MD, Senior Vice President and Medical Director of Healthcare Quality, Beth Israel Deaconess Medical Center.

Moderator: Dana Safran, Sc. D., Vice President of Performance Measurement and Improvement, Blue Cross Blue Shield of Massachusetts and Associate Professor of Medicine, Tufts University School of Medicine.

Cosponsored by Health Care for All and the Massachusetts Coalition for the Prevention of Medical Errors.

To register, go to http://www.hcfama.org/index.cfm?fuseaction=page.viewPage&pageID=615

For more information, contact Deb Wachenheim at 617-275-2902 or dwachenheim@hcfama.org or Paula Griswold at 617-272-8000 x152 or pgriswold@macoalition.org.