Will Doctors Surrender to the Siege?

monty python castle wallBefore armies figured out how to kill each other with explosives, they built castles.

A tiny army could lean from the tops of their stone fortress and taunt their enemy.  Powerful armies stood helpless before much weaker forces.

Castles led to standoffs, and standoffs turned into siege warfare [historical paraphrase]. Armies found it more efficient to starve an enemy through siege than to attack a fortress head on.

Terms of surrender rejected by those inside the castle, at the start of a siege, might look very attractive after months of uncertainty. Resolve often ran out long before rations.

Strong positions held at the beginning of a siege become idealistic wishes at the end. Desperate people accept almost any terms of surrender.

Doctors Under Siege

Doctors in Ontario have been under siege by the government of Ontario since 2012.

Between 2012 and 2014, a momentary truce saw doctors agree to future cuts in return for reversal of some of the unilateral cuts Minister Deb Matthews hurled in 2012.

Doctors purchased peace by accepting the 5% (FIVE percent) cut from unilateral action, plus a negotiated 0.5% (zero point five %) annual cut going forward.

The government attacked again in 2015. After a full year of “negotiations” where the government just kept repeating “no more money”, the government launched unilateral action for the second time in 2 years.

It cut 2.65% (retroactively applied to 2014 fees). And government also cut 2.65% to 2015 and 2016 fees. These cuts added on top of the 0.5% fealty that started in 2012 and has not stopped.

Unbelievably, in October 2015, the government lobbed yet another attack by clawing back 1.3%.

This final claw back birthed a spontaneous activist group of 11,000 members on Facebook, the Concerned Ontario Doctors.

They have a massive rally planned, with patients and allied supporters, at Queen’s Park this Saturday (see poster below):

rally

Will Doctors Surrender?

The siege leaves physicians with a 30% cut to net earnings, by 2017 (cuts + inflation + overhead increase).

Many doctors are desperate. They cannot run businesses with so much uncertainty. They cannot buy equipment, renovate offices, or hire staff without knowing whether the government will loot more of their fees.

Doctors have plenty of rations for a prolonged fight with government. But a siege uses psychology to attack resolve.

Desperation drowns idealism. Many physicians face tough questions from bankers. Loans risk recall, especially for those early in practice.

After 5 years of destroyed relationship with government, and the second full year of all-out siege warfare, doctors are tired. They want to get on with their lives.

Government knows this.

Eventually, the government will offer terms of surrender. Don’t be surprised if doctors cheer and jump at any offer, just to get out of the siege.

If it happens like the battles in the 1990s, doctors will accept the current evisceration of the physician services budget as a trade for peace and certainty.

It will leave doctors with another 15 years to climb back up to where they were in 2012, when fees had finally caught up to inflation from the 1970s.

Hopefully, the 1990s taught doctors to not accept peace for its own sake. Rebuilding medical services must start as soon as talks re-open, not 10 years later, like it did in the early 2000s with primary care reform.

With the aging tsunami closing in, doctors need to hang on to their idealism and not sell out for peace. How much will doctors surrender to end the siege?

Get Political to Improve Care

Parliament-OttawaIf you want to transform your hospital to improve patient service, get ready to fight, uphill, against every disincentive in our current system.

Very few reasons exist for hospital administrators, doctors, nurses, or the Ministry of Health to have patients seen and treated promptly.

This post summarizes Step 10, in No More Lethal Waits: 10 Steps to Transform Canada’s Emergency Departments.

Get Political

High functioning teams play in the same direction, at the same time. Canadian hospitals have staff playing at cross-purposes:

  • Hospitals lose money for seeing more patients.
  • Doctors earn more for seeing more patients.
  • Nurses get paid the same no matter how slow (or fast) they work.
  • See blog on Canadian Chaos.

No one talks about incentives and control inside the system.

Deal With Unions

71% of public employees belong to a union versus 17% in the private sector. Unionization rates are over 90% for hospitals in Ontario.

Provider unions have grown imperious. Management fears them. See Are Unions Killing Healthcare?

There are 3 rules in healthcare:

  1. Always do what’s best for patients.
  2. Always do what’s best for providers.
  3. Never confuse #2 with #1.

Everybody has to work a little harder, and care for more patients today, than they did in the past.

Unionists are taught from the cradle that nurse to patient ratios take priority over patient needs.

Unions resists process change, if there is any chance that the change might negatively impact union members. Patient benefit is secondary.

Discuss Funding After Governance

People believe that our bloated healthcare system centres on debate about funding vs. spending, or supply versus demand.  But it is neither of these.

Whether money comes from taxes collected by government, or taxes collected by insurance companies, the issue is not about money.

The debate must shift from how money comes in to who is control of how money gets spent.

Everyone demands accountability from the system, but no one gives the people inside the system the freedom or authority to truly control outcomes.

There too many self-interested stakeholders with narrow agendas.

The status quo survives on compromise consensus.

Problem With Salaried Administrators

Most administrators care more about losing their job than pursuing radical innovation for patients.

Administrators spend years working to get promotions into senior leadership. Hospitals give administrators little incentive to tackle the toughest problems.

In a bureaucracy-driven system, leaders focus on being slightly better than their peers, but never to be outstanding.

The risks of true innovation are too high.

Milton Friedman said that bureaucrats risk two choices with innovation:

  1. They can block something beneficial, but no one will ever know.
  2. They can approve something harmful. Then everybody knows, and the administrator loses his job.

Most bureaucrats choose #1.

Problem With Clinical Administrators

Just because you spent time as a clinician does not mean you understand how other clinicians think. We cannot lump all clinical training together.

When we look at healthcare with untrained eyes, we might think that nurses, respiratory therapists, and physicians do basically the same things.

They all see patients, travel around the hospital, and record their findings in charts, while discussing treatment plans.

This is like saying everyone in IT is basically the same. To the untrained eye, computer scientists, IT repairmen, and website developers basically do the same thing: they work in high-tech.

No one would ever fill a senior IT leadership team with only website developers. They would never assume that such an unbalanced team could champion IT excellence.

In health care, we assume anyone who spent time working with direct patient care should be able to run the hospital.

It’s simply not true.

CEOs who hang around the nursing station will never really know what it means to think like a nurse. CEOs who have watched physicians work will never understand how physicians think.

We Need Doctors in Leadership

See blog posts:

And stop talking about engagement. We need true partnership.

What Our challenge Is Not

Conscientious providers get tied in knots worrying about the healthcare system.

We’ve done this for decades and it must stop. Until leaders focus solely on patient service, the system will not improve.

The time for political conscientiousness has passed. Emergency providers are on their own.

If government wants to decrease emergency department use, they need to redesign the system so patients are attracted to seek care elsewhere.

It is not for EM workers to bear the responsibility of rationing care for the whole system.

What Our Challenge Is

Patients need humanity and compassion with every clinical interaction.

The most important outcomes for patients are often qualitative, subjective, and impossible to measure.

We need to learn to articulate what medicine is. It must be hard. It needs to be tough and complicated to capture everything we do for patients.

Narrow-minded medicine makes patients secondary.

We need tough-minded leaders with diverse backgrounds and training who are committed to putting patients before budgets, politics, and ideology in order to sort out the Canadian chaos in healthcare.

 

This gives you a sense of the last chapter of No More Lethal Waits: 10 Steps to Transform Canada’s Emergency Departments. Thanks for checking it out!

Build on Solid Leadership Principles

ES 175Jazz musicians have chops, hockey players have moves, and leaders have favourite ideas they use over and over.

This post summarizes principles that became themes in our ED transformation (No More Lethal Waits: 10 Steps to Transform Canada’s Emergency Departments). Leadership books bulge with other great ideas, too.

[I worry that this post feels a bit breathless, like drinking from a large hose. I promised it for those who do not have time to read the book. Cheers!]

Leadership Principles

Find out what motivates people.

People are moved by different things. For example:

  1. Promise of reward.
  2. Fear of punishment.
  3. Resonance with concepts.
  4. Appeal to morality.
  5. Social pressure.

If you only speak to one aspect of motivation, you leave out 80% of your audience.

Learn the language of influence.

Doctors, new to leadership, often act like doctors. They investigate, diagnose, and treat.

This does not work well in administration. Influence starts with relationships, shared project objectives, respect, and commitment to work together. Read more here: influence.

Don’t hide the pain of bad news.

Let people work through it with you in the room.

Over-Communicate

It takes 5 communications to get one message across.

Think Complexity

By now, you have probably heard about complexity theory. Check out How to Lead Using Complexity Theory.

  • Baking a cake is simple.
  • Sending a rocket to the moon is complicated.
  • Raising a child is complex. Success with one child is no guarantee of success with the next.

Too often, military and machine metaphors dominate healthcare thinking. Metaphors shape our solutions. Mis-applied metaphors feel awkward and hold teams back.

Learn to Love Conflict

Do not blame conflicts on personality. Look for the ideological debate that underlies the conflict. Very few conflicts are only about Jungian clashes: Personality Conflict – An Excuse Great Leaders Never Use.

Read Governance

Focus on outcome, describe success. People engage when things matter to them, make a difference to them, and are enjoyable for them.

Form follows function, and function follows purpose. We need to understand our purpose in medicine.

Stakeholder needs, wants, and preferences shape what we decide to accomplish but should not block positive change.

Spend time learning about governance. Here’s two earlier posts:

Governance Expert Pearls

Great Decisions Great Governance

Manage Attitudes

These days, no one gets fired for saying, We’re going to lose!

Clinical competence is necessary but not sufficient for outstanding performance.

Attitude must be a key measure of Performance Management.

Process vs Leadership

People change the names but never tire of chicken versus egg debates:

  • Which comes first?
  • Can leaders lead transformation without a process destination?
  • Can departments change, without leadership, if the destination is clear?

I think leadership comes first. Process based on rigid designs that offer grand solutions never work as promised, outside of car factories.

Even assembly line technicians use skill and judgement.

Complex, messy systems, like healthcare, require leadership before process.  Terrible processes can perform reasonably well with outstanding leadership. But we need both for excellence.

 

 

That gives you a taste of Step 9 in No More Lethal Waits: 10 Steps to Transform Canada’s Emergency Departments. One more to go!

Photo credit of my dream guitar Gibson ES 175