In a recent Forbes editorial, conservative commentator John Goodman argues that the Texas Medical Board is sending the state back to “the middle ages” because they are trying to limit the practice of medicine in the absence of a face-to-face, doctor-patient relationship. He believes that telemedicine should have an unfettered role in healthcare – diagnosis and treatment should be available to anyone who wishes to share their medical record with a physician via phone. This improves access, saves money, and is the way of the future, he argues.
He is right that it costs less to call a stranger and receive a prescription via phone than it does to be examined by a physician in an office setting. But he is wrong that this represents quality healthcare. As I wrote in my last blog post, much is learned during the physical exam that you simply cannot ascertain without an in-person encounter. Moreover, if you’ve never met the patient before, it is even more likely that you do not understand the full context of a patient’s complaint. Access to their medical records can be helpful, but only so much as the records are thorough and easy to navigate. As the saying goes: garbage in, garbage out. And with EMRs these days, auto-populated data and carry-forward errors may form the bulk of the “narrative.”
Telemedicine works beautifully as an extension of a previously established relationship. Expanding a physician’s ability to connect with his/her patients remotely, saves money and improves access. But bypassing the personal knowledge piece assures lower quality care.
I currently see patients in the hospital setting. I run a busy consult service in several hospital systems, and I have access to a large number of medical records, test results, and expert analyses for each patient I meet. Out of curiosity, I’ve been tracking how my treatment plans change before and after I meet the patient. I read as much as possible in the medical record prior to my encounter, and ask myself what I expect to find and what I plan to do. When medical students are with me, we discuss this together – so that our time with the patient is focused on filling in our knowledge gaps.
After years of pre and post meeting analysis, I would say that 25% of my encounters result in a major treatment plan change, and 33% result in small but significant changes. Nearly 100% result in record clarifications or tweaks to my orders. That means that in roughly 1 in 4 cases, the patient’s chief complaint or diagnosis wasn’t what I expected, based on the medical record and consult request that I received from my peers.
If my educated presumptions (in an ideal setting for minimizing error) are wrong 25% of the time, what does this mean for telemedicine? The patient may believe that they need a simple renewal of their dizziness medicine, for example, but in reality they may be having heart problems, internal bleeding, or a dangerous infection. Let’s say for the sake of argument that the patient is correct about their needs up to 75% of the time. Are we comfortable with a >25% error rate in healthcare practiced between strangers?
Goodman’s cynical view of the Texas Medical Board’s blocking of telemedicine businesses for the sake of preserving member income does not tell the whole story. I myself have no dog in this fight, but would side with Texas on this one – because patients’ lives matter. We must find ways to expand physician reach without eroding the personal relationship that makes diagnosis and treatment more customized and accurate. Texas is not returning healthcare “to the middle ages” but bringing it forward to the modern age of personalized medicine. Telemedicine is the right platform for connecting known parties, but if the two are strangers – it’s like using Facebook without access to friends and family. An unsatisfying, and occasionally dangerous, proposition.
Like most physicians, I feel extremely rushed during the course of my work day. And every day I am tempted to cut corners to get my documentation done. The “if you didn’t document it, it didn’t happen” mantra has been beaten into us, and we have become enslaved to the quantitative. It’s tempting to rush through physical exams, assuming that if there’s anything “really bad” going on with the patient, some lab test or imaging study will eventually uncover it. Just swoop in, listen to the anterior chest wall, ask if there’s any new pain, and dash off to the next hospital bed. Then we construct a 5-page progress note in the EMR, describing the encounter, our assessment, and plan of care.
Focused physical exams have their place in follow up care, but I strongly urge us all to reconsider skimping on our exams. A fine-toothed comb should be used in any first-time meeting – because so much can be missed as we scurry about. Some examples of things I discovered during careful examination:
1. A pulsatile abdominal mass in a woman being worked up for dizziness.
2. New slurred speech in an edentulous gentleman with poorly controlled hypertension.
3. A stump abscess in a 2-year-old leg amputation.
4. A bullet lodged in the scrotum.
5. Countless stage 1 sacral decubitus and heel ulcers.
7. Rashes that were bothering the patient for years but had not previously been addressed and cured.
8. Early cellulitis from IV site.
9. Deep venous thrombosis of the calf.
10. New onset atrial fibrillation.
13. Peripheral neuropathies of various kinds.
14. Lateral medullary syndrome.
15. Surgical scars of all stripes – indicating previous pathology and missing organs of varying importance.
16. Normal pressure hydrocephalus in a patient who had been operated on for spinal stenosis/scoliosis.
17. Parkinson’s Disease in a patient with a fractured hip.
18. Shingles in a person with eye pain.
19. Aortic stenosis in a woman with dizziness.
20. Pleural effusions in a man complaining of anxiety.
Oftentimes I don’t find anything new and exciting that is not already a part of the patient’s medical record. But a curious thing happened to me the other day that made me reflect on the importance of the physical exam. After a careful review of a complex patient’s history, I discussed every scar and “abnormality” I discovered as I did a thorough head-to-toe review of his physical presentation. His aging body revealed more than he had remembered to say… and as our exam drew to a close, he reached out and offered me a fist-bump.
It was charming and unexpected – but made me realize the true importance of the thorough exam. I had gotten to know him in the process, I had earned his trust, and we had built the kind of therapeutic relationship upon which good healthcare is based. No EMR documentation effort was worth missing out on this interaction.
You may not uncover a new diagnosis on each physical exam, but you can gain something just as important. The confidence and respect of the patient.
People's Choice Winning Idea: NephroZip
It’s no secret that doctors are disappointed with the way that the U.S. healthcare system is evolving. Most feel helpless about improving their work conditions or solving technical problems in patient care. Fortunately, one young medical student was undeterred by the mountain of disappointment carried by his senior clinician mentors and had the courage to tackle the problem head-on. Three years ago, Avik Som organized “Problem Day” at his medical school (Washington University School of Medicine in St. Louis, MO) and invited his professors to an unrestricted “open mic” venting session.
Representatives from the departments of surgery, medicine, pediatrics and neurology attended. They described their frustrations and day-to-day struggles with the students for 3 hours straight. After decades of service to suffering patients, it was the first time that anyone had asked them to share their own stories.
And borne out of this collective catharsis was IDEA Labs (a 501c3 ) – a student-driven movement to tackle clinician problems with fresh ideas and the energy of youth. I attended the third annual “DemoDay” (also known as “Solution Day”) presentations in St. Louis this week and was amazed by the breadth and depth of the student solutions to specific clinical problems. From plastic ties to hasten renal surgical procedures to energy efficiency units for hospital HVAC systems – the ideas spanned many technical knowledge domains, and investors in the audience paid rapt attention.
This year’s first-place winning idea was the Cystoview adaptor. Bladder scopes (or cystoscopes) represent a surprising 0.5% of Medicare’s total annual expenditures. Yet they still rely on old analogue technology and their images are difficult to share and transfer. The Cystoview device converts any cystocscope from analogue to digital, and images can be uploaded anywhere – from a desktop computer to a smart phone. Once collected, digital images can be mapped and reconstructed into a 3-D bladder scan so that surgeons can plan to more effective tumor resections. In addition, having the cystoscopes go wireless reduces the risk of infection associated with cords dragging across surgical fields.
IDEA Labs is unusual for several reasons. First, it was designed as a joint venture between professional schools at Washington University – Avik Som wanted to draw talent from Engineering, Business, Law, and Sciences to create multi-disciplinary student teams. The cross-pollination of student ideas can lead to some especially creative solutions.
Second, students retain 100% of the intellectual property associated with their solutions. So whether they design a specialized lumbar puncture chair, digital cystoscopy device, wheelchair storage mechanism, or new blood test for cancer, they are responsible for pitching their idea to angel investors and creating a business plan that will bring their ideas to market.
Third, IDEA Labs is student-driven, and therefore agile and independent from the administrative and political hurdles that can slow down innovation at academic medical centers.
Last year IDEA Labs students raised $300K in venture capital funding for their ideas. This year, they raised $1.5M. They are also actively franchising their student innovation model to other schools across the country.
Ramin Lalezari is a second year medical student and Director of Recruitment for IDEA Labs’ Executive Board. He is also an American Resident Project fellow (an organization that seeks out promising young medical students and residents and supports their writing talent – they also sponsored DemoDay this year). I got the chance to catch up with him at DemoDay. He described how he got involved with the project as a first year student, and worked with a team of engineers to design a system that detected pre-syncope in hospitalized patients, reducing the risk of possible falls.
“When I heard that medicine lags 50 years behind technology, I was horrified. Why do we still have pagers and fax machines?” huffed Lalezari. “We must do better. Students themselves will drive technology and innovation. We are going to build a network of incubators across the U.S., using telemedicine when appropriate. If a student in Los Angeles is passionate about solving a urology problem with engineers in St. Louis, then we will facilitate it. The student project manager pitches his idea, and students nationwide can sign up to help. Some of these design ideas are going to change the face of medicine. That’s our end game.”
I asked Lalezari if IDEA Labs would draw students away from practicing clinical medicine.
“There is no doubt that these projects require a time commitment. A few teams have disbanded due to the overwhelming burden of studying for exams. So some are quitting IDEA Labs. On the other hand, I’ve heard of some students who become so invested in their ideas that they talk about making a career out of it.”
“Are other medical schools developing their own IDEA Labs model for entrepreneurship?” I asked.
“There are 24-hr ‘hackathon’ models out there, and senior design projects that are formalized courses. IDEA Labs projects are 9 months long, with mentor-guided progress reports every 2 months. Most schools foster entrepreneurship from the top down – administrators and professors drive the ideas and the schools retain the intellectual property. I think that the bottom up approach resonates much more strongly with students.”
IDEA Labs may have turned the long-entrenched apprenticeship model of healthcare innovation on its head. No longer are students vying for the honor of supporting the design ideas of senior physicians in unpaid or underpaid internships. They are identifying problems and solving them in teams of peers without the hierarchy imposed by academic-driven projects. They have leveled the playing field and stand to gain a lot more from their hard work than ever before.
Although medicine may still be a dinosaur when it comes to technology adoption and innovation, the IDEA Labs students are replacing the soloist T. Rexes with team-working Raptors. And that represents a true leap forward in the evolution of healthcare.
***Demo Day was sponsored by The American Resident Project and J&J Innovation. For more information about how to get your school involved with IDEA Labs, please contact email@example.com.