Sunday, February 23, 2020

Developing Communication and Education Strategy for Providers

Hi fellow CMIOs, CNIOs, #ClinicalInformatics, and other #HealthIT friends,

A short blog post this month

Provider burnout (including physicians, nurses, residents/housestaff, and APPs) is a real issue, and having both good communication and training strategies can be a real help in making things easier for everyone - both sender and recipient of your many important messages.

So to help reinforce my message about the importance of good workflow design, I took the liberty of adapting my recent post on Signal-to-Noise, Provider Communication, and Provider Education, into this 11-minute video below : 


The animated discussion about signal-to-video is intended only to stimulate discussion about the importance of managing both signal and noise across your clinical spectrum, for front-line providers and other clinical staff who are both on-and-off duty. 

I hope this helps stimulate strategic discussions in your own settings! If you have any helpful communications or education tips, feel free to leave them in the comments section below. 

Remember, the above is for educational discussion only - Your mileage may vary. Always check with your Senior Leadership, Clinical Leadership, Legal/Compliance, and Clinical Informatics teams before considering any kind of strategic changes in your own organization.

Have any helpful tips, suggestions, or feedback? Feel free to leave in the comments section below! 

Friday, January 3, 2020

Signal-to-Noise, Provider Communication, and Provider Education

Hi fellow CMIOs, CNIOs, Clinical Informatics, HealthIT friends, (and other Clinical Jedi!),

Happy 2020! May this year bring us all peace, happiness, and good clinical workflows.


Speaking of good clinical workflows, thought I'd introduce today's piece by sharing some recent #HealthIT Tweets - One I was connected with on January 1st came from the great Janae Sharp (@CoherenceMed), via her @SharpIndex account: 

(For those of you who don't know the Sharp Index
it's a 501c 3 non-profit dedicated to improving awareness and tools to combat physician burnout.)

In any case, it's an honor being mentioned in this group with other fantastic people who are working on the same or similar issues - So I figured I'd simply respond with: 

So with this 2020 goal in mind, let's get to today's post. 


Communication with your clinical providers is vitally important. Often when discussing provider communication, I get the question, "Why is it so hard to communicate with providers?", sometimes followed by some kind of joke, usually about providers not being able to read their email in a timely basis. 


At that point, I usually have to explain exactly why provider communication is particularly challenging. To help explain the unique challenges providers face, there's a little concept that's fairly well-known in engineering circles, that is not as well-known in clinical circles - So with this blog post, I thought I'd bridge the gap


It's called a signal-to-noise ratio, sometimes written in engineering circles as "S/N". And it's super-helpful concept in a lot of situations - from everything including tuning your car radio, to developing communication strategy in emergencies, to clinical workflow design, to provider communication and education strategies.


You can read more about the engineering principles behind a signal-to-noise ratio on the Wikipedia page ( https://en.wikipedia.org/wiki/Signal-to-noise_ratio ), where on this day I retrieved it (1/3/2020) it defines the signal-to-noise ratio as : 

Signal-to-noise ratio is defined as the ratio of the power of a signal (meaningful information) to the power of background noise (unwanted signal).
The Wikipedia article then has a lot of complex math and descriptions of modulation and decibels, but you don't need to understand any of that math to appreciate the concepts behind a signal-to-noise ratio: 

Slide 1 - Introduction slide showing signal-to-noise ratio

In any environment, as humans, we always seek meaningful information (signal). Sometimes, finding that meaningful information (signal) is easy, provided the surrounding noise is fairly low. And sometimes, finding the signal can be a challenge, especially when the noise is high.

You can experiment with signal-to-noise ratios by visiting a restaurant with a friend before routine dinner hours - and trying to have a conversation


Before dinner hours - your conversation may start with a relatively normal signal, where you can both hear each other fairly well, with only a limited amount of ambient noise in the background; perhaps from waitstaff speaking or preparing for the dinner rush

Slide 2 - Signal-to-noise ratio before dinner crowd arrives 
in restaurant

But as more people come into the restaurant, it starts the race-to-the-top. Gradually more people arrive, the noise in the restaurant goes up, and pretty soon you can't hear each other as well
Slide 3 - Signal-to-noise ratio as more people arrive
and it gets harder to hear conversation

At this point, it starts to become a little uncomfortable - So to compensate, you will both need to speak louder (increase your signal), to continue your conversation in the setting of increasing noise:  
Slide 4 - Both people start speaking louder, to hear 
signal above noise and continue conversation

But then eventually everyone in the restaurant starts speaking louder to hear each other, and the noise goes up again - So it starts to get more uncomfortable: 
Slide 5 - Everyone in restaurant is speaking louder, 
noise goes up, conversation is harder to hear.

And perhaps, just a few times, you can't actually hear what the other person is saying: 
Slide 6 - Noise in restaurant is higher than 
your friend's voice (signal)Conversation fails.

So to keep talking to your friend, you will need to increase your signal, and raise your voice again
Slide 7 - To maintain conversation, you have to raise your 
voice again (increase signal).

... at which point you will start to shout, get a sore throat, or speak only in short sentences (because you can't get enough air to increase your signal above the noise). 

If you've ever experienced this, you probably know it can make for a fairly unpleasant dining experience. Eventually, you'll leave the restaurant, and the first thing you might experience is this: 
Slide 8 - First reaction on leaving the noisy restaurant, 
when everyone seems to be 'speaking loudly'

... after which your friend may say "You don't need to shout anymore!". Soon after, the dinner crowd will empty out, and the restaurant will go back to a more normal signal-to-noise ratio again: 

Slide 9 - The restaurant goes back to a normal signal-to-noise ratio - 
but may wonder why the diners report an unpleasant experience. 

This same principle applies to provider communication and email boxes, which often have an unusual signal-to-noise ratio when compared with other clinical and administrative roles. Whether it's by email, page/text, phone call, or other communications means, here's roughly what most providers and nurses have to contend with: 
Operationally, the above table looks something like this (in no particular order, and Nurses have a very similar-looking communications map) : 
... where you can imagine, being the operator/orchestrator at the center of this communications chain - It's easy for the signal-to-noise ratio to get out-of-hand. This is why, nationally, provider communications and education strategies are particularly challenging.

This is also why, when there are critical safety issues, and patient-care is on the line - The most reliable mechanism you can use to ensure proper communication (and confirm receipt of that information) is a direct telephone call. Other methods (pages, texts, emails, etc.) are all valid forms of communication, but they are asynchronous, and may be prone to delays, or worse yet, they may get lost in the signal-to-noise ratio the provider is currently experiencing. Telephone calls are synchronous, and if it fails - You know immediately that it has failed, so you can try another provider or try another mechanism.

This is also why a good provider communication/education strategy does not just rely on just one mechanism :

[ DRAFT ] LIST - Sample modes of provider communication/education
  1. Telephone Calls - Directly to the provider
  2. Pages - Requesting a call-back from a provider
  3. Texts - Directly to the provider
  4. Emails - To the provider's email inbox
  5. EMR Inbox/Inbasket messages - To the provider's EMR inbox/inbasket
  6. Screen Savers - On institutional computers, in nursing units, patient rooms, etc.
  7. Posters - On the walls of the hospital, office, nursing unit, or staff bathrooms
  8. Department Meetings - Scheduled meetings with the department members
  9. Workgroup Meetings - Scheduled meetings with a select set of clinical staff
  10. Committee Meetings - Regular meetings with selected committees
  11. Face-to-face communication - Meeting in a common location (e.g. cafeteria, staff lounge)
  12. Intranet - Creating a high-value communication/learning ecosystem for providers (containing high-value blogs, videos, and links to training and solutions)
  13. Social Media - Creating easy links to high-value communication/learning (e.g. videos, blogs, and links to training)
  14. Classroom Training / Web Instruction Creating a defined curriculum and assessment tool, for use in a classroom or virtual web environment
  15. Configuration / Clinical Decision Support - Embedding EMR alerts, order set templates, and other tools inside the common EMR workflows, to help guide staff to desired outcomes
  16. Policies/Procedures - Tools used to define organizational standards and how to achieve them
  17. Guidelines - Tools used to educate staff about how to achieve desired outcomes
  18. Onboarding / Credentialing - Tools used to educate staff when they join your organization
  19. Recredentialing - Tools used to educate staff at regular intervals (e.g. recredentialing)
  20. Screen Savers - Tools on the computers in clinical and non-clinical areas that display important messages during periods of non-use
  21. And more...
Each of these tools has it's own costs, risks, and benefits - And so which tools you use, and who you direct them to, requires thoughtful analysis and consideration of things like : 
  • What exactly is the purpose of the communication?
  • Who (exactly) is the desired recipient/audience for the communication? (Careful not to confuse provider service with provider specialty!)
  • What is the criticality of the communication? (What if the communication fails to reach the desired recipient/audience?)
  • What details need to be included in the communication? 
  • When and how often does the communication need to be delivered? (Once? Before a project go-live? Or a series of emails leading up to the go-live?)
  • Which of the above tools are likely to be most effective with the desired recipient/audience?
  • How often will the communication need to be updated? (Is it a one-time communicaiton based on a particular project? Or trying to communicate a TJC standard that may be updated next year? Or trying to communicate a long-standing HR standard that is unlikely to change?)
  • How often will the communication need to be delivered? (Once? In a sequence leading up to an event? Only during credentialing/onboarding? Yearly? Bi-yearly with recredentialing?)
And why I'd like to leave off with a few take-home points
  • It's helpful to understand the concept of signal-to-noise ratios, when analyzing your clinical workflows and provider communication and education strategies.
  • Some ways to help minimize noise include fully building out workflows (to minimize communications related to clarifications), changing the supervision model (to help off-load some communications to other members of the care team, e.g. APPs), or changing communications modes and timing (to better target communications and minimize disruptions during patient care hours.)
  • Good provider communication and education strategies do not rely on a single tool - They are a toolbox of tools.
  • The tool(s) you use for communications and education should depend on a thoughtful analysis of the exact message, the desired recipient(s), the timing, the criticality, the frequency, and the anticipated need to update the message(s) in the future.
  • Every role will have a different communication map - You can streamline your workflows for any role by making a map and then working to streamline your communications.
Hope this is helpful in guiding your clinical workflow analysis and your provider communications and education strategies! If you have any thoughts or feedback, feel free to leave in the comments section below!

Remember, this blog is for educational discussion only - Your mileage may vary. Always discuss with your Clinical Leadership, Administrative Leadership, Legal/Compliance Team, and Senior Leadership before making any strategic changes to your clinical workflows or communications or training strategies.

Have any thoughts or feedback? Or other communications or educational secrets to share? Feel free to leave them in the comments section below!


Sunday, December 29, 2019

Clinical Informatics Memes

Hi fellow #ClinicalInformatics, #CMIO, #CNIO, #HealthIT, and other friends,

Explaining the term "Clinical Informatics" to laypeople is not easy. After first trying to describe the role, the discussion can get easily lost in the current sea-of-terminology surrounding the current use of the word "Informatics" - See the current Wikipedia entries on :

Shortly after I created this post, the famous Informatics teacher and guru Dr. Bill Hersh (from OHSU!) reviewed my diagram above, and offered his famous diagram from "A stimulus to define informatics and health information technology", published May 2009 in BMC Medical Information Decision Making, for comparison. 

So, from Hersh, W. A stimulus to define informatics and health information technology. BMC Med Inform Decis Mak 9, 24 (2009) doi:10.1186/1472-6947-9-24, the following diagram is being used with permission for educational purposes : 


Used with permission, from Hersh W. A stimulus to define informatics and health information technology, BMC Med Inform Decis Mak 9, 24 (2009)
(Side note : What an honor to get feedback from the great Dr. Hersh!)

Dr. Hersh correctly points out (paraphrasing) that all 'informaticists' need to care about standards, and both data in and data out - So drawing a distinction between people who focus on data in and others who focus on data out is not helpful. 

Still, my own personal observation is that some 'Informaticists' and 'Health Informaticists' seem to focus more on data in (Clinical Informatics), and others focus on data out (Analytics, Data Scientists, Research Informatics, Population Health, Public Health Informatics). Should we all work together? Absolutely, yes. Do we need to draw lines between roles? Ideally, no, but from a practical standpoint - It seems some people prefer to create data, and others prefer to analyze and study it. (Hopefully both types can work together for the betterment of individual and population health.)

Either way, while the common use of the term "Health Informatics" might lead some people to refer to themselves as "Informaticists" (Informaticians?) or maybe "Clinical Informaticists" (Clinical Informaticians?), there is often confusion about who is responsible for the difficult task of usability, configuration, testing, education, implementation, and support

After all, when it comes to data, garbage in, garbage out - so while analyzing data may be a powerful tool for analytics, research, and population health, the quality of that data is only as good as the usability of the software, the function of the configuration during patient care, the predictability of the clinical workflows, and the training support for the users.

Since none of this complex terminology and role discussion really helps laypeople to better understand the role of Clinical Informatics, or to engage physicians in the important role of configuration and adoption - I've decided to start assembling some Clinical Informatics memes, only for friendly discussion and educational purposes. 

They are attached below - Feel free to click each image to expand.

[ DRAFT ] LIBRARY - Sample Clinical Informatics Memes (click each image to enlarge) : 
 
 


I hope these images help you educate and engage with your own teams!

Remember, these images and this blog are for educational purposes only - Your mileage may vary. Always consult with your own clinical informatics team, legal/compliance team, and Clinical and Senior Leadership teams before engaging in any strategic planning or process changes.

Have any links to other educational graphics, or feedback you'd care to share? Feel free to leave them in the comments section below!

Sunday, December 22, 2019

Shifting from Fire Fighting to Fire Prevention

Hi fellow CMIOs, CNIOs, Clinical Informatics friends, and other ClinicalJedi,

Happy holidays! One of my favorite things about working in the healthcare technology industry is meeting all of the other awesome Clinical Informatics professionals who are working hard to keep healthcare running electronically. If you're not already involved in it - The work is hard, and the hours are long. 
I recently had an informal meeting with a number of other Clinical Informatics professionals, and I had to share some thoughts about a great conversation we had as a group. It started with an informal discussion about the necessary 'care and feeding' of an EMR, e.g. : 
(a parody/tongue-in-cheek diagram, my apologies to Sea Monkeys)

... but eventually our informal talk progressed into a much more meaningful discussion : 
"Q: How can Healthcare IT shift from 'fire fighting' to 'fire prevention'?"
Great question! Across the industry, some of us are noticing that a number of people generally feel overwhelmed. Both inside and outside of Clinical IT, some people are  describing things like: 
  • 'I don't feel like we can ever get enough done.'
  • 'It's too hard to make decisions.'
  • 'I come in planning to do A, but then find out we have to do B.'
  • 'I just built this - but now it has to be changed again.'
  • 'Why doesn't it just do what it's supposed to?'
These statements are all symptoms of a larger problem - Insufficient infrastructure to maintain your EMR. What do I mean by the infrastructure needed to maintain an EMR? I've never found much written about this, but generally I'm talking about things like : 

[ DRAFT ] LIST – Operational infrastructure needed for maintaining an EMR
www.dirkstanley.com (c) 2019 DirkMD
  1. Clinical/Administrative Governance – Strategy for how to make synchronous organizational decisions that align clinical, administrative, IT, and sometimes research/educational stakeholders.
  2. Data Governance – Strategy for how to define and standardize important concepts and terminology across the organization, formally review/approve requests for information, and use data/information as a strategic asset.
  3. Terminology Management Strategy – Strategy for how to manage and standardize terminology, concepts, and hierarchies in your organization.
  4. Policy Management Strategy – Strategy for how to draft, review, approve, modify, publish, and archive policy standards in your organization.
  5. Document Management Strategy – Strategy for how to create, modify, and archive EMR-related (clinical) and non-EMR-related (administrative) documents in your organization.
  6. Project Intake Strategy – Strategy for how to have a single point-of-entry to document and analyze project requests, with a preliminary project scope, risk evaluation, Return on Investment (ROI), Total Cost of Ownership (TCO), and other important factors BEFORE prioritization
  7. Project Prioritization Strategy – Strategy for how to review, prioritize, and approve projects that have been analyzed during your project intake strategy (above).
  8. Project Management Strategy - Strategy for how to manage small, medium, and large projects with routine and urgent priorities.
  9. Design, Build, and Testing Strategies - Strategies for designing workflows, building workflows, and testing workflows (prior to education, implementation, and support)  
  10. Change Management Strategy – Strategy for how to make workflow improvements/enhancements without significant disruptions to clinical care.
  11. Change Control Strategy – Strategy for how to implement changes across both EMR-related and non-EMR-related environments, without disrupting other people/projects
  12. Educational Strategy – Strategy for how to train clinical/administrative users of your EMR.
  13. Communication Strategy – Strategy for how to communicate important items with the clinical/administrative users of your EMR.
  14. Application Support Strategy - Strategy for how to provide elbow-to-elbow, help desk, and other application support for your users.
  15. Content Management Strategy – Strategy for how to maintain the clinical content configured in your EMR (E.g. How will you update your order sets? Make formulary/payor updates? Manage urgent regulatory or safety issues?)
  16. Business Continuity Strategy – Strategy for how to maintain clinical operations when your EMR is down for planned/unplanned downtimes.
  17. Onboarding Strategy – Strategy for how to document and share information related to new clinical and administrative users for your EMR. (Often tied together with your credentialing process.)
  18. Offboarding Strategy – Strategy for how to document and share information related to clinical and administrative users who are leaving your organization.
  19. Reporting/Analytics Strategy - Strategy for reporting and analyzing information from your EMR, for departmental, organizational, local, and regional purposes.
  20. Patient Portal/Engagement Strategy - Strategy for engaging patients and releasing information to your patient portal.
  21. Provider Engagement Strategy - Strategy for engaging clinical staff (Physicians, Nurses, Advanced Practice Providers, and other clinical staff) in workflow discussions and EMR-related projects.
  22. Technology Procurement Strategy - Strategy for managing technology purchases (both hardware and software), to help ensure the implementation cost and total cost of ownership are both understood before purchase
  23. Practice Procurement Strategy - Strategy for procuring new practices (e.g. those that want to join your network), to convert over their data, terminology, and practices to meet the needs of your organization. 

 ... and more. 


These are all important parts of maintaining a healthy EMR, and many organizations already have a lot of these pieces in place - but they are usually not an area of intense focus until an organization becomes more mature with their understanding of technology. Unfortunately, until then, the environment can feel a bit chaotic and unstable. This is all part of the road from implementation, to stabilization, to optimization

This is one of the reasons why it's important to acknowledge that the CIO, CMIO, CNIO, Clinical Informatics, and Health IT staff need to focus on more than just what's inside the EMR - The processes and tools outside the EMR are just as important as the ones inside the EMR. If they do not have influence over those tools and processes outside the EMR, then they cannot align expectations with EMR configurations, and user satisfaction and productivity will drop. 

As it's often been said - Clinical Informatics technically has nothing to do with technology. It is more about information architecture, the processes external to the EMR, and how they impact the configurations inside the medical record. The same work would apply in a hospital with a paper record - Only, as we know, paper is more forgiving about workflow inconsistencies, so the need for this infrastructure is not as great. (Metaphorically, paper is like building with marshmallows, and EMRs are like building with bricks.)

So as a CMIO, about half of my work is managing expectations and configurations inside the EMR, and half of it is working on these sorts of external infrastructure enhancements. 
"A: Strategic Planning."
If having this infrastructure in place helps prevent 'fire fighting' (E.g. Frustrated users, slow projects, unanticipated outcomes, workflow inconsistencies, rebuilds, etc.) - Then the simple strategic initiative needs to come from a gradual focus on fire prevention strategies (e.g. building this infrastructure).

It can be hard to do this when resources are tight, but it starts with strategic planning - making a 6-month, 12-month, and 18-month strategic plan - E.g. :

[ DRAFT ] PLAN - Sample strategic plan to build EMR infrastructure 
www.dirkstanley.com (c) 2019 DirkMD
  • Next 6 months - Will spend 4 hours a week on infrastructure enhancements ('fire-prevention' strategies)
  • 6 - 12 months - Will spend 8 hours a week on infrastructure enhancements ('fire-prevention' strategies)
  • 12-18 months - Will spend 12 hours a week on infrastructure enhancements ('fire-prevention' strategies)
Alternatively, if you have additional resources available, it could be helpful to have a separate team to focus only on developing infrastructure, so that your internal resources are not disrupted from the routine day-to-day activities needed to keep your system operational.

Either way, I believe that fire prevention is always more cost-effective than fire-fighting, and will help you to better realize the potential benefits of your EMR - so if you need help developing this infrastructure, I believe the investment is well-worth it.

Hope this helps you develop your own strategy for stabilizing and optimizing your EMR. Remember, half of the work is inside your EMR, and half of it is outside. 

Have any tips for developing infrastructure or stabilization/optimization strategies? Feel free to leave in the comments section below!

Remember, the above is for educational discussion only - Your mileage may vary. Always review with your operational, legal/compliance, IT, Clinical Informatics, and Senior Leadership before undertaking any of these discussions in your own organization.