Showing posts with label Canadian hospitals. Show all posts
Showing posts with label Canadian hospitals. Show all posts

Monday, November 16, 2015

Pulling the Health Care Andon

By Pascal Dennis

This one’s personal, folks. I’m pulling the andon (Japanese for ‘Help Chain’) on a major Toronto hospital where my mom has suffered a number of indignities – after undergoing successful low back surgery.

The Great Paradox of Health Care once again. Magic within the silos, and too often, indignity between them.

The events I’ll describe could easily have taken place in an American, British, or Australian hospital.


Quick summary: Mama went in for lower back surgery to treat a very painful spinal stenosis. The operation was a success and her orthopedic surgeon and OR staff, superb.

Convalescent care was another story. Here’s a key point summary:
  • No target discharge date or discharge plan

  • No standard discharge process. Everybody we spoke to had a different opinion. Several staff members blamed Mama and our family for our difficulties.

  • Poor communication. Key staff members repeatedly failed to return phone calls or provide clear information on Mama’s condition, treatment and support plan

  • Indifferent staff:

    • Ms. M, the social worker, was especially uninterested in our requests for information. When we finally agreed on a time for a case conference, Ms. M failed to show up. No explanation or apology.

    • Then one morning, without warning, Ms. M told Mama, “Get your clothes on, you’re leaving!”

    • I called Ms. M at once, of course, and explained this was complete surprise. We still didn’t have a discharge date or support plan. “It’s your fault,” she told me. “Why didn’t you have all this done in advance?”

    • In fact, I’d had several in advance chats with CCAC, the agency that handles home care service. They told me, “We can’t do anything till we hear from the hospital about your mom’s condition.”

    • When I pointed this out, Ms. M et al said, ”The CCAC don’t know what they’re talking about!” Then they blamed our family again, for good luck, I suppose.

When I think of Mama’s surgery experience the following words come to mind: professional, capable, and compassionate.

How to summarize Mama’s convalescence experience?
  • Lack of standards, lack of process

  • Lack of communication

  • Shame and blame the patient

  • Denial, deflection and outright lies

(Let me also add that Canadians have no choice. We have to use the existing system. The Canadian Health Care Act essentially outlaws private medicine.)

I’m pulling the andon for all of us who have endured such treatment. (Letters are on their way to requisite senior executives and bureaucrats.)

But all is not lost. We met many excellent people doing their best in this bad system.

Let me also salute the growing number of Canadian hospitals that are in the midst of heartfelt process and cultural transformations.

I’m lucky enough to work with some of you. You’re fighting the good fight, and though it’ll take a long time, you’re going to win.

Godspeed,

Pascal


Thursday, September 6, 2012

What's the Most Dangerous Thing We Do?

By Pascal Dennis

Take a moment & reflect.

For most folks, I imagine the following come to mind:

  1. Driving my car,

  2. Flying on an airplane,

  3. Going downtown in a major city

For most of us the answer is - wait for it:

Going to the hospital.

A Google search will uncover horror stories. Here are some:

Objective risk analyses confirm our worst fears - hospitals are deadly places.

Mis-medication, infection, falls, wrong-site surgeries and the like are at epidemic levels.

The Health Care crisis is a recurrent theme in this blog, in The Remedy, and in my upcoming book, Reflections of a Business Nomad.

And yet, in a grand paradox, Health Care folks are smart, hard-working and, for the most part, dedicated to helping patients.

How did things get so bad?

Complexity is part of the answer - hospital silos are far deeper and more numerous than ever before.

In 1950, for example, oncology largely comprises palliative care. Today, by contrast, oncology is a deep silo comprising specialties, sub-specialties and sub-sub-specialties.

Our inexperience managing complex systems is a second cause.

Yet a third cause is that everybody else has gotten much, much better, largely because of competition.

GM and Ford, for example, make splendid cars at reasonable prices. Competition from Toyota et al has transformed them.

So Health Care sticks out.

We'll continue to blog, reflect, and work with all the good people stuck in lousy management systems.

I'm hopeful, in fact, because of their skill & dedication.

But I'll be vigilant whenever, I or any of my family, go into a hospital.

You be too.

Best,

Pascal

Thursday, June 14, 2012

Lean in Government - Part II

By Pascal Dennis

A colleague, who I'll call Anne, returned to work a few years ago after raising her two boys.

She had been a senior leader with an international firm famous for its Lean activities.

As you might imagine, head-hunters beat a path to Anne's door.

Given her interest in health care, she decided to join a world-renowned Canadian hospital.



Its executives had painted a rosy picture indeed:

"We're a cutting-edge organization, a world leader!"

(I should explain that Canadian hospitals are funded by the state.)

Within a month Anne realized the so-called 'world leader' was stuck in the 1970's.

Slow, inert, backward in its thinking and processes. Full of so-called leaders biding their time to retirement.

Turns out, the hospital's reputation was entirely due to brilliant, dedicated researchers -- and not all to the somnambulists in management.

"People who join us either leave very quickly," a colleague told her,"or they stay forever..."

As you might imagine, Anne skedaddled, and now is a leader in a truly world class company.

A happy ending for Anne, but not for our society.

Knowing what I know, I'll never trust the hospital in question.

If a family member has to spend any time there, I'll question every prescription, every procedure.

And yet, I've no doubt the people want to do a good job, and are full of ideas of how to make things better.

If only they were given the chance...

Last time I asked, "How will we engage civil servants in continuous improvement?"

A corollary is, "How will we encourage professional management in the civil service?"

I'd love to hear your thoughts.

Cheers,