NON-FICTION
The Revenge of Thomas Eakins By Sidney D. Kirkpatrick
Book reviewed by James C. Detter, MD
The artist Thomas Eakins (1844-1916) spent most of his life in Philadelphia except for an early period of study in France. He was most associated with Philadelphia's Pennsylvania Academy of the Fine Arts, but he had his difficulties with that famous institution.
With the possible exception of John Singer Sargent, Eakins today is probably the most respected of American portraitists. Two of his most famous paintings, The Gross Clinic (1875) and the Agnew Clinic (1889) feature these two surgeons at the operating table. These paintings were not universally acclaimed until much later because of the realistic exposition of the actual surgical procedure, including the bloody scalpel. Eakins' understanding and ability to paint the intricacies of human anatomy were undoubtedly rooted in his early interest in medicine and his experiences as a medical student before turning to painting. But his knowledge of the human form and his ability to paint with meticulous accuracy also caused him considerable difficulty—he was dismissed from the Pennsylvania Academy after insisting on the use of both male and female nude models, in contravention of the Victorian mores of the era.
EAKINS APPARENTLY DIDN'T NEED TO EARN much income from his painting since few of his paintings sold and he gave many away. At his death a large number were donated to the Philadelphia Museum of Art. A number of his paintings, however, are located in collections throughout the United States. My favorite is his portrait of Walt Whitman (1887-88, Pennsylvania Academy of the Fine Arts). At Whitman's 72nd birthday celebration, the artist and the poet held a particularly amusing conversation. Eakins: "I'm not a speaker." Whitman: "Much the better. You are more likely to say something." (p. 405).
Readers will find this book carefully researched and well written.
Dr. Detter of Seattle is professor emeritus in the Department of Laboratory Medicine at the University of Washington School of Medicine.
The Spirit Catches You and You Fall Down By Anne Fadiman
Anne Fadiman, who won the National Book Critics Circle Award for Nonfiction in 1997 for this book, recounts the struggle of an immigrant Hmong family with the American health care system.
Nao Kao and Foua Lee, refugees of the CIA-run war in Laos, came to the United States with their children because they had no other choice. The refugee camp in which they had been living in Thailand was scheduled to close, and they could not return home to Laos because they faced certain persecution. They settled in a community of fellow Hmongs in Merced, California where their daughter Lia was born. Lia suffered a seizure when she was about three months old, an event her family attributed to the slamming of the front door by an older sister. They felt that the fright had caused Lia’s soul to flee her body and become lost to a malignant spirit. Western medicine, unsurprisingly, saw it otherwise. Dedicated and energetic pediatricians Neil and Peggy Ernst diagnosed Lia with what the American doctors called epilepsy, and what her family called quag dab peg, or “the spirit catches you and you fall down.”
Fadiman beautifully and poignantly weaves together the story of the Lees, their doctors, and the social and political history of the Hmong people and their unwilling immigration to the United States. The family attempts to cure Lia through Shamanistic intervention and the home sacrifices of pigs and chickens, and the medical community intervenes and ultimately insists that Lia be taken from her deeply loving parents, with tragic results.
Seeing disaster unfold with each medical intervention by the system we believe exists to treat the sick and the vulnerable is excruciating. Equally distressing is realizing that there seems to be no solution to the miscommunication between the family and the dedicated medical professionals.
The suspense of the child’s precarious health, the understanding characterization of the parents and the doctors, and the insights into the Hmong culture make this a book you can’t put down.
In one of the final chapters, Fadiman suggests ways in which physicians and other health care providers can improve their ability to care for patients whose backgrounds are different from their own. Holding a “diversity” or “multicultural” day in a hospital or medical school is wholly inadequate to the task. To provide high quality, appropriate care for the diverse populations using the U.S. health care system, health care providers and organizations must adequately and honestly assess the need for resources. This book illustrates how much time, energy, and commitment are necessary to understand another culture’s perspective on health and wellness and to translate that understanding to the day-to-day practice of medicine.
Redefining Health Care: Creating Value-Based Competition on Results By Michael E. Porter and Elizabeth Olmsted Teisberg
If America had a state religion, it would be worship of the marketplace. How then, with continuing efforts to help the market solve the problems in health care, has our “system” of health care delivery become so reliably dysfunctional? Do we need more regulation or less? Is it possible that a single payer is the only solution?
Michael Porter, well-known business guru at the Harvard Business School, and Elizabeth Olmstead Teisberg, associate professor at the Darden Graduate School of Business at the University of Virginia, in earlier work concluded that skewed regulatory and private sector incentives were driving undesirable results in terms of rising costs. Later they came to believe that the strategies, organizational structures, pricing approaches and measurement (or lack thereof) were distorting competition. In this book, they expand on their premises and discuss the strategic and organizational implications for the major players.
This is an important book. It is a long and heavy read, but authoritative, challenging and occasionally inspiring. It offers much to all who care about health care in the U.S.
The book is structured in eight chapters beginning with the scope of the problem. Nothing here will surprise anyone. We pay a lot more for health care in the United States than other developed countries, in absolute and relative terms, and have less to show for it, in terms of access and measurable results.
The second chapter covers the root cause of the problem: zero-sum competition and a vortex of misplaced and non-productive incentives that led to round after round of cost shifting and consolidation with complete disregard for quality and access. Next is a recap of how market-based reform attempts of the 1980s and 1990s went wrong. Again, no revelations. This chapter might have been titled as either Unintended Consequences or No Good Deed Goes Unpunished.
The full cycle of care The real substance of the book is in chapter 4, Principles of Value-Based Competition, although by the time you get to these pages, you will be very tired of the phrase “value-based competition on results.” The authors’ basic argument is that results are what really matter. Outcome measures should include the full cycle of care, not just individual interventions, and must be adjusted for risk. Physicians and medical societies should participate in defining outcome measures, and experts should be able to check and correct the accuracy of data. The best care costs less because of better and quicker results and fewer errors and rework. Given access to this information, purchasers at all levels will be able to make truly informed decisions and transform health care in a way that tinkering with organizational schemes, payer consolidation or cost shifting cannot.
Porter and Teisberg write, “Value-based competition is positive-sum, [not zero-sum]. When providers win, patients, employers and health plans also win because quality and cost will improve markedly.” Chapter 5, focused on providers, discusses the concept of “integrated practice units” (IPUs) and the development of market services based on excellence, uniqueness and results. If a provider could not reach the top 10% in a service line, he should eliminate that line of business. Eventually, the market would adjust so that top-tier providers would fill in each niche and the remainder would not survive in the quality-driven market.
There are two appendices, one on the “care delivery value chain” and one on integrated practice units. The Cleveland Clinic Cardiovascular Center is an example of an integrated practice unit, focused and driven by service excellence and quality data. It’s a good illustration of what the authors describe in earlier chapters of the book.
Value not really defined Physicians and hospitals throughout the United States are trying to maintain their balance against buffeting financial pressures, with one eye on rising clinical costs and the other on shrinking payments while the bigger-picture policy debate focuses on issues such as the level of economic competition and how to align competition in a way that makes sense and preserves the market in some fashion.
Missing from this admirable work is some really useful definition of value. The authors define this as quality per dollar spent, but that definition remains inadequate, particularly when we have de facto irrational rationing. We cover pregnant women but not poor non-pregnant women. We do not cover poor men, unless they are over 65. We cover everyone over 65, wealthy or otherwise.
So, how do we define value, and how do we ensure that patients, payers and providers do not endure, pay for, or deliver health care that has poor or no value?
Maximizing value in health care, however defined, is clearly an economic imperative. It is an ethical imperative as well, and will require physicians to be involved in helping define quality and at the same time advocate for our patients not only through cycles of care but through the complex realities of their lives.
Flawed assumption Porter and Teisberg also make a key—and I think, flawed—assumption: that patients can be assigned to a physician or to a practice that will have primary responsibility for their care. The recent study by Pham et al in the NEJM notes that Medicare beneficiaries saw a median of two primary care physicians and five specialists working in four practices from 2000-2002. Further, their care does not remain stable over time with particular physicians. This reflects not only the fragmentation of the current delivery system, but the fact that patients, particularly those with chronic illness who consume the bulk of health care, tend to have multiple conditions concurrently. Should patients, then, seek top-decile practice units for their diabetes, coronary disease, arthritis and BPH, or are we to assume that interventional cardiologists will now master the prostate exam and figure out how to administer NSAIDs along with anticoagulants? Given the dispersion of care across both physicians and practices, I’m not sure further fragmentation based on conditions is entirely helpful. Patients are not conditions or cycles of care, and in the complex universe of health care they need our assistance with coordination of care over time and across multiple chronic conditions.
Primary care is given particularly short shrift, but perhaps I am overly sensitive.
The authors have a lot to offer with this book, but these really smart people don’t really appreciate the disconnect between economic theory and the realities of taking care of sick people.
Who Killed HealthCare? America's $2 Trillion Medical Problem—and the Consumer-Driven Cure By Regina Herzlinger
Regina Herzlinger, a professor in the Harvard Business School, in 1996 wrote one of the first books to define and promote the concept of consumer-driven health care. In this follow-up book, she prescribes a more wide-ranging solution to the problems that plague health care delivery in America.
This book and Michael Porter's Redefining Health Care, which I reviewed in the May/June 2007 WSMA Reports, share a general thesis about the shortcomings of the American health care system. They both outline fairly well the maddening inefficiencies, poor communication and perverse incentives in health care. But Herzlinger, unlike Porter, relies heavily on hyperbole, sweeping generalizations and character assassination that eventually compromises her integrity and misportrays a system that is admittedly substantially flawed.
Herzlinger describes the "killers" of health care as the insurers, the general hospitals, the employers, the U.S. Congress and the academics. No one, except physicians, interestingly, escapes her wrath. Most unfortunately, however, she attacks Arnold Relman, the former editor of the NEJM and a passionate defender of professionalism in medicine.
Once she's taken almost everyone to the woodshed, she details her vision for consumer-driven health care (CDHC). In Herzlinger's view, the ideal CDHC system would have a universal mandate (and require coverage for catastrophic care), subsidies for the poor, tax-free purchase of health insurance not restricted to government-run markets and transparency. Consumers, empowered by information organized in the manner of Consumer Reports, would purchase the insurance and medical care they need. The market would adjust to produce high quality, efficient health care. Out-of-step providers would not survive.
She describes other countries where CDHC is successful, but regrettably, she focuses mostly on Switzerland. Switzerland may resemble Massachusetts, but it does not resemble the U.S. in terms of population, size, diversity or economy. Further, by her own account, the Swiss system is highly regulated, prices are controlled and transparency about quality is absent. What it does have is government subsidy and a universal mandate, which seem to account for much of its success.
In later chapters, Herzlinger defines the tactics needed (carrots, sticks and laws) to make CDHC a reality. The carrots are entrepreneurial insurance products, delivery models like the "focused factories" espoused in her first book (a health care example would be a hospital that performs only abdominal hernia repair), and competition without the Stark laws that restrain self-referrals.
The sticks are primarily information (transparency will cure all) and government policing. She praises the SEC, Wal-Mart and the U.S. auto industry as examples of market successes.
Neither Herzlinger nor Porter demonstrates any understanding of the coordination of medical care. Care coordination is generally not supported in our current system nor is it addressed by a consumer-directed system based on focused factories. Neither author demonstrates any understanding or interest in a safety net. Certainly, both insist that universal coverage is needed and that will help, but what if a fully informed consumer spends her insurance dollars on liposuction and facial peels and then develops ESRD? I suspect we will take care of her.
Most seriously, neither author appreciates the persistence of old-fashioned beneficence. Many physicians and hospitals today are concerned with declining reimbursements and income, but we have largely maintained a fundamental dedication to the welfare of our patients. When we face a patient, our concern still is what is the most likely diagnosis and what is the best treatment. Sick people are uniquely vulnerable and their needs must come before our own.When you buy a car or a toaster or a mutual fund, you can read the ratings in Consumer Reports, but the person who sells you the goods is fundamentally not interested in your welfare.
Herzlinger and Porter authoritatively demonstrate that our current system of health care delivery is no longer making most people healthier, but is instead generating inequality and insecurity. Continued technological advances bump against financial and ethical limits. Physicians, as we all know, are increasingly dispirited, patients dissatisfied.
Among my peers, I sense an air of resignation that such iniquities are simply the way it is and can't be changed. But do we want our lives and our careers to be Let's Make a Deal? Just a money grab? Call me an optimist, but I don't think so. As Dr. Relman has repeatedly reminded us, medicine is more than a business.
Insurance companies that deny coverage, drug companies that charge a lot of money, or employers that don't offer their workers benefits are in truth all acting rationally. They are businesses, and businesses are designed to make profits, which, it turns out, is not always in the best interest of people who are sick. If you want a different outcome, you need to come up with a different system.
|