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Physician Burnout and IT Experience Design
May 10, 2018
Rasu B. Shrestha, MD MBA
Chief Innovation Officer, UPMC
Chair, HIMSS Innovation Committee
Santosh Mohan, MMCi CPHIMS FHIMSS
Head, More Disruption Please Labs, athenahealth
Member, HIMSS HIT User Experience Committee
2
Speakers
Rasu B. Shrestha MD MBA
Chief Innovation Officer, UPMC
Executive VP, UPMC Enterprises
Chair: HIMSS Innovation Committee
@RasuShrestha
Santosh Mohan MMCi FHIMSS
Head, More Disruption Please Labs
athenahealth
Member: HIMSS User Experience Committee
@santoshSmohan
3
Is Physician Burnout Real? 1
UX Approaches and Techniques2
Case Studies3
Discussion:
What Top Actions Can Move Value Forward?4
Road Map
Road Map
4
It’s a whole new world. The old way of practicing medicine is just that
– an old way of doing things… Many of us got into medicine to be
independent…, and now we’re being asked to join group practices,
follow protocols, and take advice from a computer. We’ve always
treated sick people, but now we are trying harder than ever to keep
them well. We used to bill for single services, but now we have to
look at the whole continuum of care. Things have changed.”
Toby Cosgrove, MD, CEO, The Cleveland Clinic
What Does it Mean to Practice Medicine Today?
Source: “Saying Goodbye to the Old World of Healthcare”, LinkedIn Blog of Toby Cosgrove, March 2014, available
at https://www.linkedin.com/pulse/20140305130248-205372152-saying-goodbye-to-the-old-world-of-healthcare,
accessed January 26, 2016.
5
Source: Gartner-AMDIS Survey of US CMIOs, 2016
The Mood and Attitude of Physicians, 2016
“I realized that my beloved profession was being turned upside down by technology.”Dr @Bob_Wachter
The Digital Doctor: Hope, Hype, and Harm at the Dawn of Medicine's Computer Age
6
7
7
Concept by Sachin Jain, Art by Matthew Hayward
8
Emergency department physicians spent 44 percent of
their time entering data into electronic medical records, clicking
up to 4,000 times during a 10-hour shift.
-Becker’s Health IT & CIO Review magazine, October 11, 2013
8
9
1. Changes in Burnout and Satisfaction With Work-Life Balance in Physicians and the General US Working Population Between 2011 and 2014, Mayo Clinic Proceedings
2. Academy of Integrative Health & Medicine 2014 Annual Conference Survey
3. Mchugh, Matthew et al. “Nurses’ Widespread Job Dissatisfaction, Burnout, and Frustration With Health Benefits Signal Problems For Patient Care.” Health Affairs, 30, no.2 (2011): 202-210
Image Credit: W. Eugene Smith, Country Doctor An exhausted Dr. Ernest
Ceriani holding a cup of coffee, still in scrubs. August, 1948. LIFE Magazine
Burnout… and Its ImpactThree Dimensions of Burnout Captured by Maslach Burnout Inventory
CYNICISM
EMOTIONAL
EXHAUSTION
INEFFECTIVEN
ESS
50% Physicians admit at least one symptom of burnout1
39% Screened positive for depression
57%Clinicians said they feel more attached to their
computer than their patients on "most days.”2
02%Decrease in likelihood of patient recommendations
for every 10% of nurses reporting job
dissatisfaction3
10
Medical errors now third leading cause of death in United States
Ineffective communication is associated
with approximately 95% of malpractice
suits and 2/3 of sentinel events
The Joint Commission
11
8-Hour Clinic Day + After-Hours
Multiple clicks required
Templates may
affect data quality
Structured documents do
not match thought process
Context & reasoning
difficult to communicate
Document the
same information in
multiple places
HIT Design
Fit to workflow
Handoffs
Interoperability
Lack of information
that supports the
process of care
2014 HIMSS Physician EHR
Pain Point Survey
2016 HIMSS Nursing UX
Pain Points & Solutions Research
UX Clinical Documentation Issues Nursing UX Pain Points
Source: "Allocation of Physician Time in Ambulatory Practice: A Time and Motion
Study in 4 Specialties”, The Annals of Internal Medicine, published 9/6/2016.
http://annals.org/aim/article/2546704/allocation-physician-time-ambulatory-practice-
time-motion-study-4-specialties; 2014 HIMSS Physician EHR Pain Point Survey;
2016 HIMSS Nursing UX Pain Points & Solutions Research
Exam room clinic time:
4.1 hours (43% of work day)
• 53% spent in direct patient
face time
• 37% spent on EHR + desk
work
Non-exam room clinic time:
3.9 hours (41% of work day)
• 62% spent in EHR
• 38% spent on admin +
other
After-hours time:
1.5 hours (16% of work day)
• “Mostly EHR tasks”
Top 5 Problems
Usability and the Role of IT
12
13
Is Physician Burnout Real? 1
UX Approaches and Techniques2
Case Studies3
Discussion:
What Top Actions Can Move Value Forward?4
Road Map
Road Map
14
“Human Centered Design is a creative approach to problem solving that starts with the people you’re designing for and ends with solutions tailor made to suit their needs.”
- from the IDEO Design Kit
Non-functional Functional Delight?
What’s Human Centered Design?
15
HCD aims to cut through superfluous details to get to the user’s core needs.
Human Centered Design
16
• Observing a user in context and asking structured questions to better understand why they’re doing what they’re doing. Contextual Inquiry:
• Enhancing user satisfaction by improving usability, accessibility and efficiency in the interaction between the user and the product.UX Design:
• Evaluating design concepts with representative users. Typically, participants will try to complete tasks while observers collect data and determine the participant's satisfaction with the product.
Usability Testing:
• After testing with users, design is typically refined to align with their feedback.Refine:
Human Centered Design
17
17
Design Thinking
Source: Brené Brown on Empathy, available at
https://youtu.be/1Evwgu369Jw accessed December 5, 2016.
19
Intro
Yourself
Intro
Project
Evoke
Stories
Explore
Emotions
Confirm
Statements
Thank &
Wrap-upBuild
Rapport
Time
Empathy Interviewing
Source: Adapted from Stanford Design School Empathy Interviewing
Technique; “Method: Interview for Empathy”, Stanford Design School, available
at http://dschool.stanford.edu/wp-content/themes/dschool/method-
cards/interview-for-empathy.pdf, accessed December 5, 2016.
Active
Listening
Zone
60%
Interviewing
Time
20
The end user journey is the complete sum of experiences
that end users go through when interacting with IT. Instead
of looking at just a part of a transaction or experience, the
journey documents the full experience of being a customer.
Journey Mapping
What Does Delivering a Great End User Experience Mean?
Source: Flores, R. (2016, December 3). Telephone interview; “How well do you know your
end users?”, Citrix Synergy 2016 Workshop, May 2016, available at
https://www.youtube.com/watch?v=gSf3_3uM7-M, accessed December 5, 2016.
21
From Touchpoints to Journeys…
Seeing the World as Customers Do
Source: Flores, R. (2016, December 3). Telephone
interview; “How well do you know your end users?”,
Citrix Synergy 2016 Workshop, May 2016, available
at https://www.youtube.com/watch?v=gSf3_3uM7-
M, accessed December 5, 2016.
Designing Experiences That Matter
22
Begins entering
patient data
into EMR
Begins entering
patient data
into EMR
Experiences
a power
surge, PCs
go black!
Experiences
a power
surge, PCs
go black!
Hears
respiratory
monitor alarms
Hears
respiratory
monitor alarms
Uses
respiratory bag
to
stabilize
patient
Uses
respiratory bag
to
stabilize
patient
Manually
restarts
computers;
20mins!
Manually
restarts
computers;
20mins!
Logs-in to
EMR system
at nurse’s
station
Logs-in to
EMR system
at nurse’s
station
Spends 30 mins
re-submitting
data
Spends 30 mins
re-submitting
data
Enters
patient room
to pass meds
Enters
patient room
to pass meds
Can’t log-in
to EMR,
locked out!
Can’t log-in
to EMR,
locked out!
Goes back
to nurse’s
station,
logs out
Goes back
to nurse’s
station,
logs out
Goes back
to patient
room,
logs in
Goes back
to patient
room,
logs in
Calls I.T.
support
about login
issues
Calls I.T.
support
about login
issues
Waits on
hold 20
mins
Waits on
hold 20
mins
Hears
respiratory
monitor
alarms
Hears
respiratory
monitor
alarms
Experiences a
power surge,
PCs
go black!
Experiences a
power surge,
PCs
go black!
Begins
entering
patient data
into EMR
Begins
entering
patient data
into EMR
Uses
respiratory bag
to stabilize
patient
Uses
respiratory bag
to stabilize
patient
Manually
restarts
computers;
20mins!
Manually
restarts
computers;
20mins!
Logs-in to
EMR system
at nurse’s
station
Logs-in to
EMR system
at nurse’s
station
Can’t log-in
to EMR,
locked out!
Can’t log-in
to EMR,
locked out!
Spends 30
mins re-
submitting
data
Spends 30
mins re-
submitting
data
Goes back
to nurse’s
station,
logs out
Goes back
to nurse’s
station,
logs out
Goes back
to patient
room,
logs in
Goes back
to patient
room,
logs in
Calls I.T.
support
about login
issues
Calls I.T.
support
about login
issues
Waits on
hold 20 mins
Waits on
hold 20 mins
Enters
patient room
to pass meds
Enters
patient room
to pass meds
Is told login
conflict is
resolved
Is told login
conflict is
resolved
Is told login
conflict is
resolved
Is told login
conflict is
resolved
Digging for Stories
Sharon’s Experience
23
Source: Flores, R. (2016, December 3). Telephone interview; “How well do you know your
end users?”, Citrix Synergy 2016 Workshop, May 2016, available at
https://www.youtube.com/watch?v=gSf3_3uM7-M, accessed December 5, 2016.
Hears
respiratory
monitor
alarms
Hears
respiratory
monitor
alarms
Experiences a
power surge,
PCs
go black!
Experiences a
power surge,
PCs
go black!
Begins
entering
patient data
into EMR
Begins
entering
patient data
into EMR
Uses respiratory
bag to stabilize
patient
Uses respiratory
bag to stabilize
patient
Manually
restarts
computers;
20mins!
Manually
restarts
computers;
20mins!
Logs-in to
EMR system
at nurse’s
station
Logs-in to
EMR system
at nurse’s
station
Can’t log-in
to EMR,
locked out!
Can’t log-in
to EMR,
locked out!
Spends 30
mins re-
submitting
data
Spends 30
mins re-
submitting
data
Goes back
to nurse’s
station,
logs out
Goes back
to nurse’s
station,
logs out
Goes back
to patient
room,
logs in
Goes back
to patient
room,
logs in
Calls I.T.
support
about login
issues
Calls I.T.
support
about login
issues
Waits on
hold 20 mins
Waits on
hold 20 mins
Enters
patient room
to pass meds
Enters
patient room
to pass meds
Is told login
conflict is
resolved
Is told login
conflict is
resolved
Desktop PCDesktop PC
Other
nurses
Other
nurses
Other
nurses
Other
nurses
PatientsPatientsResp.
therapy
Resp.
therapy
Resp.
monitors
Resp.
monitorsWeahter
lightneing
Weahter
lightneing
Resp.
bag
Resp.
bag
Nurse
station PC
Nurse
station PC
EMR
system
EMR
system
MedsMedsRoom
PC
Room
PC
Nurse
station
PC
Nurse
station
PC
EMR
system
EMR
system
I.T. support
system
I.T. support
system
PhonePhone
Support
system
queue
Support
system
queue
Charge
nurse
Charge
nurse
ON
STA
GE
Report
sheets
Report
sheets
PatientPatient
FamilyFamily
EMR
system
EMR
system
Room
PC
Room
PC
EMR
system
EMR
systemHold
muzak
Hold
muzak
I.T. help
desk
I.T. help
desk
FamiliesFamilies
Other
nurses
Other
nurses
Other
nurses
Other
nursesPatientPatient
FamilyFamily
Nurse
station
PCs
Nurse
station
PCs
Nurse
station PC
Nurse
station PC
Report
sheets
Report
sheets
Other
nurses
Other
nurses
Room
PCs
Room
PCs
Knowing Processes Surrounding End User
What and who did Sharon interact with during her experience?
People, processes, technology Onstage
Journey Mapping
24
Backstage
Hears
respiratory
monitor
alarms
Hears
respiratory
monitor
alarms
Experiences a
power surge,
PCs
go black!
Experiences a
power surge,
PCs
go black!
Begins
entering
patient data
into EMR
Begins
entering
patient data
into EMR
Uses respiratory
bag to stabilize
patient
Uses respiratory
bag to stabilize
patient
Manually
restarts
computers;
20mins!
Manually
restarts
computers;
20mins!
Logs-in to
EMR system
at nurse’s
station
Logs-in to
EMR system
at nurse’s
station
Can’t log-in
to EMR,
locked out!
Can’t log-in
to EMR,
locked out!
Spends 30
mins re-
submitting
data
Spends 30
mins re-
submitting
data
Goes back
to nurse’s
station,
logs out
Goes back
to nurse’s
station,
logs out
Goes back
to patient
room,
logs in
Goes back
to patient
room,
logs in
Calls I.T.
support
about login
issues
Calls I.T.
support
about login
issues
Waits on
hold 20
mins
Waits on
hold 20
mins
Enters
patient room
to pass meds
Enters
patient room
to pass meds
Is told login
conflict is
resolved
Is told login
conflict is
resolved
EMR sys
admins
EMR sys
admins
Clinical
analyst
Clinical
analyst
I.T.
support
I.T.
support
Cardio
pulmon-
ary Dir.
Cardio
pulmon-
ary Dir.
Resp.
monitor
system
Resp.
monitor
system
Power
mgmt
system
Power
mgmt
system
Meds
policies
Meds
policiesEMR
database
EMR
database
EMR
database
EMR
database
I.T./telco
routing
policy
I.T./telco
routing
policy
VOIP
system
VOIP
system
I.T.
SLAs
I.T.
SLAs
I.T.
Director
I.T.
Director
BA
CK
STA
GE
Pharm-
acists
Pharm-
acists
Security
policies
Security
policies
EMR
database
EMR
database
I.T.
security
I.T.
security
Network &
databases
Network &
databases
GeneratorGenerator
I.T. supportI.T. support
EMR sys
admins
EMR sys
adminsI.T.
security
I.T.
security
EMR
database
EMR
database
Others in
support
queue
Others in
support
queue
I.T.
SLAs
I.T.
SLAs
People, processes, and technologies that Sharon didn’t come into
direct contact with, but that still play a role in her experience.
Source: Flores, R. (2016, December 3). Telephone interview; “How well do you know your
end users?”, Citrix Synergy 2016 Workshop, May 2016, available at
https://www.youtube.com/watch?v=gSf3_3uM7-M, accessed December 5, 2016.
Journey Mapping
25
From Touchpoints to Journeys…
Seeing the World as Customers Do
Source: Flores, R. (2016, December 3). Telephone
interview; “How well do you know your end users?”,
Citrix Synergy 2016 Workshop, May 2016, available
at https://www.youtube.com/watch?v=gSf3_3uM7-
M, accessed December 5, 2016.
Designing Experiences That Matter
26
Talk to your end users
Understand the role of empathy
Design customer experiences that matter
Measure how your end users think and feel about your IT services
Igniting the Shift to User Centricity
27
IT Thinks … The Business Thinks …
Incident Volumes:
“Yay we have dealt with 4000 incidents this month”“Oh, you have failed us 4000 times this month”
First Contact Resolution:
“We have achieved a stellar 70% FCR rate in
December”
“If you can’t help me, please pass me onto
someone who can … I don’t have 45 minutes for
you to try things”
Call Response Time:
“We answer 90% of calls within 20 seconds”
“Why does it take me 3 minutes to get through the
interactive options before I speak to a human?”
(FCR-driven?)
Availability:
“We have 99.97% availability on critical services”
“It’s a shame the 0.03% is when we really need it
to be working”
Staff training:
“100% of our service desk agents are ITIL trained”
“I don’t need to ask them a question on ITIL I need
them to help me. Yes, me the customer”
How is IT Measuring Success?
Source: Mann, S. (2013, Feb 1). “We Do A Great Job In IT, Our Metrics Dashboard Is
A Sea Of Green.” Really?. Retrieved from http://blogs.forrester.com/stephen_mann/13-
02-01-we_do_a_great_job_in_it_our_metrics_dashboard_is_a_sea_of_green_really
28
Net Promoter Score
3. Measuring Experience
“IT Consistently Provides Me a Premium Experience”
29
The New Killer Internal Customer Experience Metric?
Source: “Time to Smile: the new killer internal customer
experience metric?”, Klever Blog by Phil Verghis, Feb 2016, available at
https://getklever.com/2016/02/05/time-to-smile-the-new-killer-internal-
customer-experience-metric/, accessed December 5, 2016.
30
Is Physician Burnout Real? 1
UX Approaches and Techniques2
Case Studies3
Discussion:
What Top Actions Can Move Value Forward?4
Road Map
31
31
Ease of use may be invisible, but its absence sure isn't.
Ease of use may be invisible, but its absence sure isn't.
©2017 UPMC: PROPRIETARY
32
DISEASE-BASED JOURNEYS ORGANIZE HEALTH SYSTEM OPERATIONS
BUT HUMAN-BASED EXPERIENCE JOURNEYS REMAIN HIDDEN
Defined.
Standardized.
Measured.
Ambulatory Pre-Op Surgery Transition Recovery
Invisible.
Happenstance.
Unknown.
PAST EXPERIENCE PREPARATIONSELECTION CARE DELIVERY TRANSITION
• New patient or
returning
patient?
• Was past
experiences
positive or
negative?
• Why did the
patient
choose us?
• What is this
patient most
concerned
about?
• Have we
educated the
patient about
their condition
and care?
• Are care
logistics clearly
understood?
• Who and
what
influences
patient
emotions
during care?
• How are
families cared
for?
• What does
the next
caregiver
need to know
about this
experience?
Docent Health
Helping Care Teams Couple “Great Care” with “Great Experience”
Case in Brief: Docent Health
• Headquartered in Boston, MA
• Partners with health systems
with data-driven and human-
guided approach to manage
personalized service
journeys for patients
• “Docents” serve as patient
liaisons, capturing individual
needs, helping patients
navigate clinical experience,
and surfacing contextual
information to care team
• Analytics driven platform
captures patient profiles,
organizes service journeys,
and coordinates workflow
management
33
Company in Brief: Augmedix
• Founded in 2012 and
headquartered in
San Francisco, CA
• Offers HIPAA-compliant
Google Glass-powered remote
scribe service to improve
physician productivity
• 200+ providers across 6 health
systems and 32 states
• Raised over 60M in funding till
date. Customers and investors
include Dignity Health, Sutter
Health, TriHealth, and
Catholic Health Initiatives.
• Over 425,000 notes created
to-date; average time savings
of 2 hours per clinic day;
98% patient acceptance
Augmedix
On a Mission to Re-Humanize Doctor-Patient Relations
Physician wears
Glass during
patient exams
Glass streams
audio/visual
information to an
offsite scribe in a
HIPAA secure
location
Augmedix-certified
scribe creates notes
in real-time and
presents to physician
immediately after
each visit
Physician
reviews and
approves notes
34
We all want our doctors to focus on our
needs rather than taking notes on a
computer. What we’ve discovered through
our partnership with Augmedix is that
beyond helping doctors to more quickly and
accurately complete patient charts, the
service is actually making patients feel that
their doctors are more attentive to
their needs.”
Albert Chan, MD
VP of Digital Patient Experience, Sutter Health
Augmedix
10%Boost in provider
productivity
Note completion rate
97%
Reduction in
documentation time
64%
Average increase in
provider satisfaction
with balance between
EHR and patient care
120%
Case Study: TriHealth Orthopedic & Sports Institute - Kenwood
35
Medicomp Systems
Technology in Brief:
Quippe Clinical Documentation
• Developed by Medicomp Systems
headquartered in Chantilly, VA
• Co-designed with physicians,
web-based modular set of
documentation tools
• EHR and device agnostic
• Can create notes, forms, and
visual documentation that support
billing and compliance criteria and
are recognizable to clinicians
• Fast, familiar, and works the way
clinicians think without forcing
excessive steps
Creating Great UX with Intuitive UI
Case in Brief:
Phoenix Children’s Hospital
• Wanted to increase
documentation efficiency by
making the experience faster,
better and more compliant
• Embedded Quippe into
existing Allscripts SCM EHR
30%Average drop
in documentation
time per encounter
Increase in
productivity (more patients seen)
27%
36
NewYork–Presbyterian Hospital
Source: Singh, C. (2016, November 21). Telephone interview. NewYork–Presbyterian
Hospital; “Rising to the Digital Business Challenge”, Citrix Blog, June 2016, available
at https://www.citrix.com/blogs/2016/06/29/rising-to-the-digital-business-challenge/,
accessed December 5, 2016.
Employs Empathy
Staff hired for empathy or trained where
required; “active listeners” encouraged to
lead the IT rounds
Drives Top-Down Innovation
Reintroducing technology to business in
a never-seen-before avatar a key IT
innovation imperative
Dedicated, Enigmatic CX Executive
Serves as face of IT and owns UX;
drives weekly IT Rounds and strives to
convert non-IT colleagues into IT
advocates by engaging in their terms
Captures the Wins
Building on success and popularity to do
more: setting up “Tech Stops” and
creating mini commercials for apps
Facilitates Bottom-Up Engagement
Keeping pulse on IT adoption and driving
continual improvements to support
operational goals
Focus on Experience – not Tickets
Staff get Ritz Carlton style training and are
coached to represent all of IT; provide
follow up letters with “shopping cart”
of issues &“fulfillment dates”
Ensuring outstanding IT
experience is my Job #1.
We took bold steps to pivot
from an internal-facing team to
an external facing team. We
started really getting to know
the business and spent time
with our clinicians to
understand how IT can
complement care workflows.
The result has been greater
health care worker productivity
and a new, digitally enabled
model for patient care.”
Christine Ooro Singh,
Director of Customer Experience
Key Program Features
User Experience and Customer Service a Cornerstone of Innovation Efforts
Customer Experience (CX)
37
Articulates central philosophy in a few meaningful words:
“Building loyalty through premium experiences” an IT imperative
Reinforces commitment continually:
Rounding stories shared at daily huddles and All-Hands meetings
reinforce mission and inculcate higher sense of purpose
Supports central philosophy with core values:
“C-I-CARE” service philosophy applied to internal interactions
Makes core philosophy the focus of orientation:
C-I-CARE and IT Rounding training offered to new hires
Makes it visual:
IT Rounding Cards serve as visual touch points
Provides customer centric training and support:
Staff equipped and encouraged to perform regular rounds
Training and follow up metrics are captured and measured
Stanford Health Care
Key Features of Stanford’s “IT Rounding” Approach
Source: Stanford Health Care, December 2016.
***Notes visible to customer
***Notes visible to IT only
Stanford’s enhanced incident
management workflow allows
for logging and tracking issues
identified during IT Rounds
Customized approach
facilitates effective internal IT
follow up and external follow
through with customers
Source: Stanford Health Care, December 2016.
39Medical City Healthcare
(formerly HCA North Texas)
Source: Miller, L. (2016, November 21). Telephone interview; Gregory, C. (2016). “Interprofessional
Collaboration Creates IT Rounding.” Advance for Nurses. July 2016, 23-24. Miller, L., & Gregory, C.
(2016, August). “Patients are at the Heart of IT&S and Nursing” Medical City Healthcare. Poster
session presented at the Studer What’s Right in Health Care Conference, Chicago, IL.
Case in Brief: “Partner Rounds” Program
• Program launched in response to survey results that surfaced IT
related frustrations and pain points from nurses
• IT and nursing leadership deployed proactive rounding in the spirit of
hourly rounding and Studer Group leader rounds
• A partner round is an operational blitz where IT and nursing staff all
round on a unit together for proactive problem solving
We (as in nursing) have struggled with IT in the
past, and for the first time I can see and feel
the difference it makes partnering with IT.
When people can understand and relate to one
another in their own environments, it makes all
the difference in the world.”
Cassidi Roberts, Chief Nursing Officer
Medical Center of McKinney
We took some of the Studer Group Nurse
Leaders Rounding principles and we created
Partner Rounding.”
Leah Miller, Chief Information Officer
Our patients are safer, nurses are happier,
efficiency has improved and both disciplines
have a greater understanding of the
importance of their contributions.”
Carol Gregory, Chief Nursing Executive
31,008hrs(Per Year)
Reduced high
priority issues by
82.5% = 2,584 fewer
patient impeding
issues a month
Time Savings
85.1%2016
Physician Satisfaction
76.9%2015
IT Work Order Requests (Per Month)
Employee Engagement
52%fewer requests
1500Before
713After
79%2016
IT Engagement Ratio
% RN Engagement
3.562016
3.062015
78%2015
40
Is Physician Burnout Real? 1
UX Approaches and Techniques2
Case Studies3
Discussion:
What Top Actions Can Move Value Forward?4
Road Map
41
Design for regulations Design for empowerment
Burnout Joy
Add Simplify
Bureaucracy Meritocracy
Application centric Patient centric
Interpretation centric Outcomes centric
Doing digital Being digital
Old world vs. New world
42
Ignite the Shift to User Centricity
Talk to your end users
• Engage patients, consumers & clinicians BEFORE starting a program or writing code
• Always close the loop. Always iterate.
Action Steps
Understand the role of empathy
• Listen & understand (2 ears/ one mouth)
• Always put yourself in their shoes
Action Steps
Design customer experiences that matter
• Use design thinking principles in your next challenge!
• Focus on experiences, not tickets.
Action Steps
Measure how your end users think and feel about your IT services
• Benchmarks are important, but customer centricity more so. Start measuring satisfaction and experience.
• Proactive rounding works. Do it, now.
Action Steps
Support the People, Not the Technology
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Contact Information
Rasu B. Shrestha, MD MBA
Chief Innovation Officer, UPMC
Exec VP, UPMC Enterprises
Twitter: @RasuShrestha
LinkedIn.com/in/[email protected]
Santosh Mohan, MMCi FHIMSS
Head, More Disruption Please Labsathenahealth
Twitter: @santoshSmohan
LinkedIn.com/in/[email protected]
