One of the objectives of the local Right Moves Project was to implement the pioneering work of Professor George L. Engel, MD, creator of the Biopsychosocial Model Of Patient Care. His work is at the heart of the patient-centeredness movement, today.
Started in 1982, the Right Moves Project is one of seven innovation development projects in a private 30-year R&D program that is today the undisputed, definitive authority on the rise and fall of the provider sector of the American healthcare establishment.
The mission of the Right Moves Project was to create, to develop, and to implement an exclusive, evidence-based, innovative, patient health communication, patient outreach, patient health education intervention, and patient recruitment management knowledge-base that would successfully implement and meet the goals of the national program launched by one of the institutes at the National Institutes of Health in 1972. The national program was called the National High Blood Pressure Education Program.
Here is a sobering example of burnout. One of the characteristics of burnout is feeling of low professional self-worth; another is lack of proactive, prosocial engagement.
One of the goals of the National High Blood Pressure Education Program was to augment the obsolete Flexner. or biomedical, model of knowledge-transfer (circa, 1910) by directly targeting professionals and the public on the importance of managing high blood pressure to prevent strokes and heart attacks. One reason for this approach, was the research demonstrating that journal readership among physicians had been dropping dramatically.
Ronald Melzack, PhD, Professor Emeritus, McGill University in Canada demonstrated in the 1960s that how patients described their pain had both diagnostic and therapeutic significance. His pioneering work was used to develop an exclusive patient communications model that would have important ramifications on the effectiveness and ethicality of targeted patient outreach and patient recruitment efforts.
Urgent message: The hard, scientific evidence demonstrates that the Obamacare disaster and the Single Payer mass delusion will trigger the sudden and violent collapse of American healthcare! To learn more, please visit this link: https://www.dropbox.com/s/9hwrc685927lvda/Overshoot%202.pdf?dl=0
Based on the data from the Gold-Standard, Federal Study that has tracked the provider sector of the healthcare industry for some 60 years and presented here are the historical, annual rates of industry growth for the mainspring US Physician Services Industry.
When the industry rate of growth approaches the catastrophic threshold, the industry is reaching the "tipping point," becomes highly fragile, pathologically unstable, and vulnerable to dramatic implosion.
For more information on the computer model that demonstrates how and why the implosion happens, search in Google the term: biomodal annihilation catastrophe.
This Is A Work In Progress Started: August 15, 2016. The content is copyrighted; reproduction of the content is prohibited without written permission. Registration Certificate: Number TXu 1-705-384, effective July 15, 2010. For more information contact Francis A. Toto in San Diego, CA at 858-278-5050. Email: email@example.com or visit these websites: healthcarecollapse.com and phxproject.com. Search Google for: bimodal annihilation catastrophe for the scientific explanation of how the healthcare industry will suddenly and violently collapse.
One of the objectives of the Right Moves Project was to develop an evidence-based, exclusive knowledge-base covering the subjects that would reveal the best way to conduct patient outreach, patient communications, and patient recruitment activities. Here is one of the first knowledge-bases that was developed: it was based on thousands of published works. This material was integrated to produce numerous scientific models, some of which are show below. Health threat communication and health education intervention studies and models were included as one of the main subject areas. Plus, this work produced the most sophisticated, most extensive management knowledge-base on the subject of patient satisfaction. A survey instrument was created from some 600 studies; this instrument was tested on numerous patient samples from medical and dental practices (see below). Finally, the 30-year R&D program produced a sophisticated, evidence-based management knowledge-base and demonstrated how to build a successful, population-based private practice.
The Health Beliefs Model survey instrument provided the values of each key beliefs of a targeted patient population. The EV construct measures the patients' evaluations of their care in the aggregate and individually. Each patient demonstrates a unique "profile" of salient beliefs that has diagnostic and communications significance
Interviews among hundreds of dentists in San Diego County revealed that most dentist had not read the Surgeon General's groundbreaking report: "Oral Health in America." Plus, none had implemented, or planned to implement, any of the key recommendations put forth in the report.
"The positive antithesis of burnout is engagement."
The Right Moves Project demonstrated that the occupational communities of doctors and dentists in private practice demonstrated very high levels of burnout. A deeply embedded lack of engagement among private practitioners was widespread. Published studied have also demonstrated high levels of burnout among practitioners--as much as 90%!
This effort demonstrated that the patient outreach and recruitment model was also a good investment. The average return-on-investment was about 400%, simple payback.
The same results were obtained for dentists: the disappearance of the early adopters was widespread.
The Right Moves Project Also Focused On Private Practice Dentists. The Groundbreaking Surgeon General's Report (Published In 2000) Is Considered To Be The Blueprint For Dentistry In The 21st Century. One Of The Recommendations Is To Focus On Patient Outreach. The National Call To Action To Promote Oral Health Was Meant To Implement The Mandates Set Forth In The Oral Health Report.
The painstaking work done in the 30-year R&D Program and demonstrated in the seven innovation development projects produced extraordinary results during the worst period in the history of the industry. Most private practice doctors say: "It's simply too good, to be true!"
The Right Moves Project successfully merged the consumer behavior knowledge-base with the clinical research on how patients, acting as consumers, make decisions that lead to the highest level of engagement in order to maximize timely patient help-seeking, maximize patient compliance and to maximize clinical, social, and emotional outcomes.
As demonstrated here, there are numerous factors which influence how patients interpret their symptoms; this model provides caregivers with in-depth knowledge of the patients and meets Hippocrates' dictum: "It is better to know the patient that has taken on the disease, rather than the disease that has taken on the patient."
From its inception, the National High Blood Pressure Program has been endorsed by a blue-ribbon coalition of prestigious organizations and agencies, such as the Center for Disease Control and CMS (Medicare). The program has been endorsed by more than three dozen prominent healthcare organizations, such as the Academy of Family Physicians, The American College of Physicians, the American Medical, Dental, and the American Hospital Associations, plus the American Osteopathic, the American Orthopaedic, and the American Nurses Associations, just to name a few.
Please note that the handwritten alphabets (e.g. EC, EV, PC, etc.) in the top right of the adjacent graphic are the same dimensions which constitute the nine dimensions that characterizes the phenomenon of patient satisfaction. These dimensions were gleaned from more than 600 published works on the subject of patient satisfaction that produced the survey instrument presented later. Hence, the same factors that drive doctor selection are the same beliefs that drive patient satisfaction. Not an unreasonable finding.
One of the incentives for local people to join with private practitioners was that the leaders could use the prestige of the NIH sponsorship and the patient education materials created by the agency to establish credibility and purpose. There were more than 2,000 local projects conducted across the nation; each local project could develop innovative approaches to reaching the national goals. It was a brilliant strategy. The San Diego project adopted the logo presented on one of the publications (see above).
Not duly recognized by the healthcare leadership and the practitioners was the deregulation of the provider sector of the healthcare industry (1972-1978). This milestone event produced, almost immediately, a consumer driven, classic neo-Keynesian marketplace where consumer demand was ultimately driving the evolution of the mainspring components of the industry--the US Physician Services Industry, the US Dental Services Industry, and the mammoth US Hospital Services Industry.
This paradigm shift was demonstrated by two prominent healthcare economists and was published in a prestigious journal during 1981. Here is a graphic representation of the factors and the relationships they demonstrated. This critical event was largely ignored by the leadership and by the government. It was a "little neglect that would breed great mischief." Such neglect contributed to the huge management gap that has handicapped private practitioners for decades, and will threaten all private practitioners with catastrophe, henceforth.