Studies suggest that patient-centered treatment can benefit other significant results.Patients recording positive experiences on the business side have greater confidence in their physicians and are less likely to switch from doctors, thereby allowing continuity ofcare. The patients simply respond better on the technical side.How ever if hospital is convinced to implement patient-centric care what are the challenges will hospital face?Since it is new to me, I don’t know much . I would like to know more and to suggest this to my hospital share your knowledge regarding this.
The move towards a patient-centered approach can take time and cost, but changes to the
existing culture pose major challenges. Originally, health systems must be built-in by
medics, ensuring the planning and education of physicians and personnel, and the setting
of the correct standards throughout the organization. Health organizations also need to
consider that change to treatment based on patients could bring new group perspectives
(doctors, nurses and staff), and in turn, immediated impact on the wellbeing of patients.
The transition to patient-centered care can create a financial strain on the healthcare organization from a strictly commercial perspective.
Patient centric approach is definitely a good initiative. But it’s a very big transition in the current commercial scenario. This will involve a lot of efforts and compromise from both the technical and non technical staff, the management and the patients as well. The developing technologies have made patients very well informed and hence those technical barriers should be crossed as well for successfull implementation of a patient centric approach. My opinion is patient centric approach is not impossible but challenging.
In my view of patient centricity is more transparency in pricing, open statements about the patient condition, giving the ears to listen their problems.
1.The patients who comes to the hospitals like Dr Rela Institute, Apollo and other corporate hospitals not worried about money. But their main concern initial estimate should not be crossed in final bill. Even it is crossing the initial estimation they are expected to give proper counseling about their future treatment. So pricing transparency is most important in patient centric.
Most of the physicians are not telling about the patient exact condition. Mostly the patient/patient’s family expect to tell about the patients exact status of the condition and they are expecting from the physicians to speak to them. But most of the senior physicians are avoiding to speak and telling to the juniors to speak. If they want to ask anything about the patient condition, the junior needs to get the clarification from the senior and conveying the msg to the patient. But the patients are expecting to get the information from the senior consultants.
The third and foremost is listening. Most of the healthcare are failing to listen the patient or patient family problems or opinions. First we need to listen, spend sometime to listen what they are saying. Every patients will come to the hospital with different reasons and they will have more worries. They need someone from the hospital to share their feelings. But in the busy schedule, no one ready to listen what they are coming to say. Spend sometime to listen their feelings and give more positive words. This is what they are expecting from the level of customer care. Most of the hospitals are failing in this service.
If we develop the above three criteria, the hospital may achieve the word of patient centric. Nothing is impossible here, except to accept.
Creating and accumulating intellectual property (IP) with an outside-in, market perspective—driven by patient needs, both current and foreseen.
IP spanning the entire patient-care continuum in each therapeutic area of interest, from prevention to evaluation, diagnosis, treatment and wellness.
Developing ethical, prescription products, but also OTCs, and prescription to OTC/BTC conversions—if they provided genuine relief and met significant patient need.
Developing IP focused not on drugs alone, but also on innovative diagnostics (e.g., biomarkers), devices, procedures, delivery and absorption techniques, and healthcare services for every relevant site of care.
Informing and communicating with patients on a range of options that impact their health and wellness, and presenting revenue-generating opportunities for the bio/pharmaceutical organization.
Less third-party regulation, and open markets worldwide for bio/pharmaceutical firms dedicated to building direct relationships with patients—the customers that matter to them most.