The Keys to Unlocking Better Decisions

In previous Conversations we examined why the U.S. ranks as the worst healthcare value in the developed world. Now we’ll focus on addressing the question, “How can the value of healthcare in the U.S. be improved”?

This quote from Peter Drucker points out today’s target:

“There is nothing quite so useless as doing with great efficiency something that should not be done at all.”

But in healthcare doing what shouldn’t be done in the first place happens all too often. Switch focuses on improving the decision making processes in order to reduce unnecessary testing, treatments, and procedures. Our goal is to skillfully and compassionately help members reach better decisions concerning their health and well-being.

Much is known about how to make better decisions.¹ We follow this algorithm to expand our effectiveness:²

Clarify baseline priorities,
Evaluate three distinct options,
Be aware of the assumptions inherent in one’s predictions, and
Create distance to enhance objectivity.

As the options are systematically evaluated, we also support members with the means to successfully navigate their choices.

Here is how it might work in a hypothetical scenario:

Bob is a generally healthy 45 year-old man who is seeing his physician for a blood pressure (BP) reading of 142/89. He was advised that starting a medication to control his blood pressure would reduce his risk of a heart attack or stroke. His physician discussed the side effects of the drug and answered Bob’s questions.

As background, the routine protocol in early hypertension often overstates the benefits of medications.³ This approach squanders a valuable opportunity to improve future health by diverting the focus from the benefits of lifestyle choices that have the potential to reverse high BP and stop its progression. (To better understand why a drug is likely to be over prescribed, refer to Conversations #3 – Best Marketing Tagline of All Time).

A call with his Switch Champion helps Bob further develop his thoughts:

Clarify priorities: Bob wants to avoid medications if he can, but would take a medicine if necessary. He is not that interested in modifying his diet.
Evaluate his options:
a) Take the medication or not– Given Bob’s condition, priorities and the scientific evidence, starting a drug is not indicated.
b) Significant diet changes– Blood pressure reduction with better food choices would greatly decrease Bob’s risk of a heart attack or stroke.
c) Several other lifestyle change improvements could also be made.
Test your assumptions: Before moving ahead it is often helpful to ask, “What would have to be true for this option to be the best choice?” This question might help Bob investigate why he didn’t want to make diet changes.
Get distance to create objectivity: Bob could be asked to consider his situation through his father’s eyes. What might his father have wished that he had done at age 45? Such a question gives added perspective to decision making and might also energize enthusiasm for change.

To conclude, the decision to start a medication gives Bob the misperception that he is actually doing the best he can for his health. Stage 1 hypertension is almost always a warning signal that poor lifestyle choices have begun to cause significant cardiovascular changes. At this early stage the damage is almost always reversible.

This scenario with Bob shows how starting a medication too early can be the first domino in a series of poor decisions.

Empowering employees with targeted resources to make better health choices saves healthcare costs and improves lives. For an employer, it doesn’t get better than this.

Breakthrough To Better,
Carl

¹Personal bias drives suboptimal decisions
²Best practices for quality decision-making
³Studies reveal inefficacy of early hypertension treatment

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Switch Conversations is a bi-weekly blog exclusively for our potential employer partners.

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