The digital health space refers to the integration of technology and health care services to improve the overall quality of health care delivery. It encompasses a wide range of innovative and emerging technologies such as wearables, telehealth, artificial intelligence, mobile health, and electronic health records (EHRs). The digital health space offers numerous benefits such as improved patient outcomes, increased access to health care, reduced costs, and improved communication and collaboration between patients and health care providers. For example, patients can now monitor their vital signs such as blood pressure and glucose levels from home using wearable devices and share the data with their doctors in real-time. Telehealth technology allows patients to consult with their health care providers remotely without having to travel to the hospital, making health care more accessible, particularly in remote or rural areas. Artificial intelligence can be used to analyze vast amounts of patient data to identify patterns, predict outcomes, and provide personalized treatment recommendations. Overall, the digital health space is rapidly evolving, and the integration of technology in health
Showing posts with label patients. Show all posts
Showing posts with label patients. Show all posts

Saturday, September 26, 2015

WEDI and NATE Announce Partnership re: Virtual Clipboard Initiative

The Virtual Clipboard

Patient centered medicine requires an increase in perception of how patients view the medical system.  In the past patients were passive participants in a highly complex system. Today, the system is even more complex, even defying the ability of health professionals to navigate the maze.  Health Information technology may be one source of 'rescue'. I like to thinks so. Collaboration is necessary to achieve the goal: Our article today addresses what partnerships are occurring in this space


 
 
 

   

NATE's NBB4C makes it easier for providers to share health information with their patients so that their patients can do what they want with it.
 
 

  
 
WEDI and NATE Announce Partnership
Collaboration will support further development of Virtual Clipboard Initiative and research promoting health care interoperability
RESTON, Va. and WASHINGTON, D.C. - September 25, 2015 - The Work group for Electronic Data Interchange (WEDI), the nation’s leading nonprofit authority on the use of health IT to create efficiencies in health care information exchange, and the National Association for Trusted Exchange (NATE), the nation’s leading nonprofit authority in consumer-mediated electronic health information exchange, announced a partnership to cooperate on Phase II of the Virtual Clipboard Initiative and to advance research concerning health care interoperability.
“Our collaboration with NATE is instrumental to our mission as we work to broaden interoperability in health care technology in a consistent manner across all stakeholders in the industry,” said Devin Jopp, Ed.D., president and CEO of WEDI. “The expertise of NATE’s leaders, membership and partnering stakeholders will be invaluable as we further the Virtual Clipboard Initiative into the next phase of the program.”
Building off recommendations contained in the 2013 WEDI Report, the Virtual Clipboard Initiative was developed by The Sullivan Institute for Healthcare Innovation, in collaboration with WEDI, the Health care Information and Management Systems Society (HIMSS) and the Medical Group Management Association (MGMA) to leverage advanced technologies to dramatically enhance the patient experience while improving patient safety.
“This is an important partnership for our industry, and one that will afford tremendous advantages to the members of both organizations,” said Aaron Seib, NATE CEO. “We are confident that the synergies of our organizations will produce amazing returns as we look to enhance the use of additional interoperable technologies that include the consumer, bringing about a new era in health care.”
WEDI’s mission is to provide leadership and guidance to the health care industry on how to use and leverage the industry’s collective knowledge, expertise and information resources to improve the quality, affordability and availability of health care. NATE brings the expertise of its membership and other stakeholders together to find common solutions that optimize the appropriate exchange of health information for greater gains in adoption and outcomes. Both NATE and WEDI welcome the participation of all interested stakeholders and encourage them to get engaged with either or both organizations’ collaborative activities.

About National Association for Trusted Exchange
The National Association for Trusted Exchange (NATE) brings the expertise of its membership and other stakeholders together to find common solutions that optimize the appropriate exchange of health information for greater gains in adoption and outcomes. Emerging from the Western States Consortium, a pilot project supported by the Office of the National Coordinator for Health Information Technology (ONC), NATE was established as a not-for-profit organization in May 2013. Consistent with NATE’s mission to address the legal, policy, and technical barriers that inhibit health information exchange between entities within a state and across states, NATE leads and participates in a number of ongoing and emerging projects in the HIE domain. NATE has been operating its ownTrust Bundles in production since November 2012 and took over administration of the Blue Button Plus Patient and Provider Trust Bundles in 2014. Working with a broad set of stakeholders through multiple task forces, crowd sourcing and a call for public comment, NATE is proud to make available the first release of NATE's flagship Blue Button for Consumers (NBB4C) Trust Bundle beginning in 2015. NATE will soon move into a new phase of development around Blue Button Trust Bundles. Stakeholders interested in participating in the next phase of NATE’s work in consumer mediated exchange should consider NATE membership or subscribe to news from NATE’s PHR Community.
About WEDI
The Workgroup for Electronic Data Interchange (WEDI) is the leading authority on the use of health IT to improve health care information exchange in order to enhance the quality of care, improve efficiency, and reduce costs of our nation’s health care system. WEDI was formed in 1991 by the Secretary of Health and Human Services (HHS) and was designated in the 1996 HIPAA legislation as an advisor to HHS. WEDI’s membership includes a broad coalition of organizations, including: hospitals, providers, health plans, vendors, government agencies, consumers, not-for-profit organizations, and standards development organizations. To learn more, visit www.wedi.org and connect with us on TwitterFacebook and LinkedIn.
 
Copyright © 2015 National Association for Trusted Exchange. All rights reserved.
Contact email: meryt.mcgindley@nate-trust.org

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Tuesday, November 25, 2014

When Is An Impatient Physician Disruptive ?







 Sometimes disruptive behavior can be a good thing.  Not all disruption is due to  technological changes, such as electronic health records.  And some technical disruptions often spur other developments and growth in other industries, perhaps even creating a whole new niche.




Has the healthcare industry gone too far in cracking down on disruptive behavior? Is it okay for doctors to be rude, dismissive and act like jerks if they have superior surgical skills?
Hospitals have long struggled with how to handle disruptive behavior among doctors, sometimes turning a blind eye, other times disciplining or firing them. Getting rid of disruptive docs has become a popular approach as the industry rewards organizations for high patient satisfaction scores.
The biggest problem with disruptive workplace behavior is the negative impact it can have on the patient, FierceHealthcare reported earlier this year. In many instances, the bad behavior distracts the healthcare team, which can lead to medical mistakes.



But aarticle by Becker's Hospital Review calls into question the "zero tolerance" movement and why disruptive docs may not be so bad after all. While some surgeons may be cold and abrasive, they may also be better doctors than their kinder, gentler counterparts, according to the article. Yet the doctors with the better bedside manners are rewarded because they have higher patient satisfaction scores even though they have poor patient outcomes compared to their meaner counterparts.







"In trying to shape our trainees to be all things to everyone ... we run the risk of creating a workforce caught somewhere in the middle, not doing anything well," Shen says.
So how does the industry balance the need for happy patients and skilled clinicians? One way is to recognize that satisfaction--how positive a patient feels about an encounter--is just one part of the patient experience, writes Jason A. Wolf, president of The Beryl Institute, in a blog post for Hospital Impact.

There are divergent opinions as to what effect disruptive behavior can have..

The Joint Commission clearly states,  "disruptive behavior is a sentinel event"





The preceeding quotes are attributable to FIERCEHEALTH

Another point of view, from The Health Care Blog

lawyerdoctor says:
Kudos to Dr. Gunderman for his thoughtful, and analytical evaluation of our current “quality morass.”
We used to have people who were responsible for providing “quality health care.” They were called DOCTORS. If someone didn’t do the right thing, they may or may not have received a butt-chewing. The most powerful incentive for the hospital to provide quality care to the patient was likely the surgeon, whom everyone respected and likely feared a little bit.
One of the most powerful experiences of my medical education was being fortunate enough to spend some time under the tutelage of a small-town general surgeon. He was the most scholarly, genteel, polite, and skilled physician (or person) I think I have ever met. He was so revered and respected in the community that one day he almost made the Director of Nursing break into tears from one simple courteous statement. It was during an operation wherein the staff had forgotten to supply an important surgical tool, and we stood there in sterile scrub, hands folded across chests, for what was about 10 mins (but seemed an hour).
The surgeon said kindly: “Nurse X, you understand that WAITING – is the thing that I do LEAST well.”

I thought the entire nursing staff was going to faint. The item was produced forthwith.