When I went to a productivity seminar, the speaker noted something very straightforward. The only truly fixed quantity we have in life is time. Everything takes time. Sleep takes time, eating takes time, fun takes time. There is nothing in life that we do not value with time, and there is only a limited time that we have, in a day and in a life.
I have 15 minutes to make a change in a person's health. That is my fixed quantity. In that time, there are things that have to happen, things that can be quicker or slower, and when everything is tallied up, I have -3 minutes. It is no longer a question of which brief intervention I can fit in, but what required thing can I cut out? Can I skip diabetes management this time? Can I ignore the BP until next visit?
So when I am less than enthusiastic about your presentation on a 5 minute intervention on fall risk or a new screening tool for domestic violence, please understand that I agree it's important, but is it more important than a BP of 185/105? Is it more important than signing a patient up for a patient assistance program?
In medicine, we talk a lot about "n=1" studies. In a research protocol, n is the number of participants in a study. The bigger the n, the more powerful the study to make a conclusion. But in practice, it is those n=1 studies that influence our behavior. I missed a cholangiocarcinoma whose only significant finding was a mildly elevated alkaline phosphatase. That was my only clue, and I dithered. And now, I'm suspicious of every alk phos elevation, constantly wary of missing this diagnosis. But it is a fairly uncommon cancer. I'll see tons of breast and colon and prostate and lung cancers in order to see one more cholangiocarcinoma. Of the 454 cancers found yearly per 100,000 population, cholangiocarcinoma makes up 1-2 total. There will be 452+ other cancers that I am going to see before I see another one. But here I am, fretting about a mildly elevated alk phos, wondering if I should get an MRCP.
A friend of mine described being a doctor as being continuously haunted by ghosts. There is always some ghost of a previous patient hanging over you, reminding you of your mistakes and failings. And it takes a fair bit of bravery to count up those ghosts and look for any patterns.
However, one of these speakers said something that reached me. "The most important thing," he started. "...is that we do what is right for our patients. That's job #1. Then, we should figure out how we can get paid better for it. But even if we can't get paid better, at least we know we did what is right."
I spend a lot of time doing what is right, rather than what is expedient or what gets me more money. And that sounds so estimable and noble, but in reality, that is hard work. That is spending time arguing with an insurance company over a refused prior authorization, or seeing that patient who came in so late to their appointment but with acute problems that can't wait till next week, or spending 5 extra minutes writing a good note that most likely no one will ever read.
I used to be a little bitter that here I was, doing the right thing, and getting no credit for it. As well, there were plenty of others doing a fairly terrible job, and no one was calling them out for it. And it took this line from this industry expert to remind me that the goal wasn't to get credit. The goal was to do the right thing. That's the reward. Getting credit is just a pleasant side effect, should it happen.
When I was in college, I was the proverbial "nice guy" who never got the date with the girl, and I was similarly bitter back then. Here I was, such a nice guy, but ignored by so many women. And I was reminded by a very wise old lady that goodness is its own reward. If you are being nice to women only for the expectation of a reward, then that's not chivalry. That's being a creep.
We discussed what changes he could live with (his caretaker was more than willing to make the changes since her own doctor was fairly critical of her own lab results), and he agreed that he was willing to change his breakfast. He would get rid of the pork products, the donuts, and would change to a hearty bowl of oatmeal and fresh fruit. And his cholesterol and triglycerides improved dramatically. I couldn't wait to see him back in the office for his follow up appointment at 3 months, but the day before the appointment, his family called. He had died.
I can't help but feel that I made this guy's life miserable. He only had a few months left on this earth, and instead of bacon and donuts, he died with a belly full of oatmeal and cantaloupe. If I had known that we were dealing with a few months, what was the point of getting his cholesterol better? In medicine, it's really hard to know when you've been successful. Everyone dies. So what does it mean when one of my patients die? Did they meet their projected life expectancy? Did they get to median survival? The goal posts aren't the same for everyone. Maybe Mrs J who has bad COPD and CAD will be lucky to make it to 75. Maybe Mr O will live to be 100, despite his terrible diabetes.
People tell me that they appreciate the care I deliver, but it is exceptionally hard to know if you are a good doctor. Because the most important metric, are my patients living longer/better, has no control group for comparison.
After Mr S died, I went out to breakfast that weekend, and had pancakes and bacon and sausage. And I poured out some bacon and syrup for him.
A while back, our EMR system went down. It happens to everyone eventually. Servers have downtime, and sooner or later, you have an outage. Sometimes it's brief, sometimes it's long, but without fail, when it occurs, the frustration is instantaneous and furious. And the old guard bemoans how terrible EMR's are, and how they cripple our ability to care. And that is ludicrous. So let's take a step back and remember the days of paper. I remember them well. There are a few wonderful events that everyone who remembers paper charts should recall, and then find themselves resigned to saying that electronic records really are better.
Handwriting is far and away the most obvious issue with paper charts. When I was in residency, there was a cardiologist with such bad handwriting that anyone who could read his handwriting was often called to interpret, whether or not they were on that patient's case or even whether or not they were in the hospital. I have uttered the words, "That loop looks like a H, so I think we should start heparin." I spent a measurable part of my day as a resident simply deciphering the terrible handwriting of other care providers.
Much more troublesome than handwriting was late charting where people would carry around their notes and then insert them into the chart later in the day, or even days later. I got into an argument with a patient before because he was convinced he saw the neurologist, but there was no note from him. Two days later, a chart note mysteriously appeared. Or nurses would chart an entire shift of vitals at the end of their shift. It was so much trouble fighting for the chart that it was just easier to chart your information some other time, and so it was often impossible to get up to date information. And that's not even accounting for paper reports, like labs or x-rays. It wasn't even worth referring to the chart for those. You'd go to the lab database or the radiology database, or if you were supremely unlucky, some poor loser sacrificed his morning by getting curbside reads on all the chest x-rays from the radiologist.
On the devious side, people would sometimes misrepresent their charting by where and how they did their notes. Some people would slip their note in several days beforehand, or date/time their notes to misrepresent when the work was done. I've seen things charted in different sections so that it would likely be ignored by medical/legal but would be safe for billing.
And then there's the missing pages that would inevitably occur, much more terrible in the outpatient setting where you might lose a note from 7 years ago that suddenly you need. However, I remember losing preliminary cardiac cath results so that we had to go down to transcription and put a rush on the dictation, since the cardiologist went home and we couldn't reach him, and needed the report to determine if we could discharge the patient.
But nothing was worse than the missing chart. I have had a student walk off with the chart to the study lounge for 2 hours and we were in full fledged hysterics. I had an intern take the chart to dictate a transfer note and the patient coded, and we had no idea what was going on or anything about the patient. I had outpatient encounters where another clinic was sitting on the chart (another doc hadn't done notes for weeks), and we sent people over to that clinic to get into a chart fight.
Sure I get frustrated with EMR systems that I've worked with. They all have their drawbacks. But thank God we don't use paper charts anymore. What absolute hell.
How long does it take to know someone? How long does it take to be more than 'a doctor' and become 'my doctor'? I have a patient who I've seen for the past 7 years who tries his best to never see me. I have a patient who saw me one time 3 years ago, and he thinks the world of me.
I don't know what it is that I am doing. I don't actually know the recipe for good rapport. Is it listening? Is it patience? Is it time? Is it empathy? I do what I think is right, and is that it?
I know another doctor in town. She is a piece of shit. I have nothing but contempt for her. She is not incompetent. She is not fraudulent. She is lazy. She doesn't follow up on tests in a timely fashion. She doesn't educate her patients. She doesn't start meds when it's appropriate. She is careless and reckless because she cannot be bothered to do her job.
Being an internist requires a certain level of anal retentive behavior. It requires diligence and conscientiousness. It requires that you are, at least some sense, authentic. And maybe that's what people want from their doctor. That at the end of the day, they know that I gave a damn.