How can you build a data-driven culture in healthcare management?

I agree, It’s crucial for building a data-driven healthcare culture. Understanding and meeting their expectations for data use can lead to the development of effective systems for data access and analysis.

Data needs to be relevant and presented in a manner that provides actionable insights. Physicians, by nature, are competitive and always striving to improve. So sharing quality/performance data is key to helping them focus internally of areas for improvement. Likewise, providing outcomes data is crucial to drive and sustain engagement with a new initiative. Physicians are already short on time, so don’t expect them to blindly follow recommendations/extra steps without backing it up with outcomes data.

Definitely, the understanding & comminicating is crucial within any institutions, but we should take into our consideration that the institution itself has its own vision and objectives that the physician, healthcare providers and other administartive staffs should follow. Moreover, nowing the needs of end users (patients) is another part that we must focus on.

There is much disparity in the way any given physician uses data across specialties, even within the same practice. We have come a long way over the last decade in providing physicians with numerous ways to organize their screens with widgets. They can easily arrange boxes, sort data, and change themes to meet their subjective needs. Our providers today need the barriers removed and given access to the still, siloed data that exists in every care setting. Physicians need the whole picture, all the data available at that moment. The right data at the right time is what they need. The barriers are not due to technology. There are enough solutions, but we need the data experts, regulatory agencies, and physicians aligned to free the data.

All data driven programs should be developed with the same rigor as a clinical trial so there can be ongoing analytics of value to patient, system and physician. Frequently programs are built with one of 3 in mind and we are left trying to fix the system for the other 2

Training typically covers accessing the data and utilizing the selected analytics tool. It is essential also to include training and mentorship opportunities that can help the user critically think about the presented data. This can include: What is the data telling me? Does this align with my experience of care? How can I dig deeper? Is there an element of data missing that would be helpful?

This is where we can really apply machine learning. The tools available today like ChatGPT can be applied by giving an engine access to all of the historical data we have amassed to date. As we move this technology forward, a doctor should simply be able to ask the "computer" a question. Based on the analysis of millions of records in a matter of seconds, the provider can then offer a treatment plan based on much more than personal experience and knowledge. Our medical providers all require continuing education credits to be earned. Make this part of the requirement moving forward, but also make this a priority as it fits into the "evidence-based" conversation easily.

Each organization needs a champion. A digital transformation leader will excite others with a vision for a data-driven culture. Most organizations highlight cases that have been uber successful in helping patients move through the system to a good outcome, and to take this to the next level, teams need to evaluate selected cases regularly to see how and where more or even better data could have had a more positive impact. The results of this review need to be shared up and down the organization as improvement is an ongoing, iterative process. Learning organizations are in a constant loop of learn, act, evaluate, and adjust. Talk about what works and what does not, and implement change that has a positive impact on patients and your teams.

It's a myth that you need to "create" a data-driven culture in healthcare. If you need to set up a reward or recognition system, you are on the wrong track. Physicians naturally adopt data-driven practices if compelling incentives exist: 1) Lowering admin burden: extra systems or workflow steps are counterproductive! 2) Direct, positive impact on patient outcomes. If benefits are high, some extra work is okay. Financial incentives can be effective in encouraging data-driven behavior, but only if they're part of a sustainable business model. Be wary of grants and preceptorships: they can give the illusion of success until the funding dries up and your innovative projects "surprisingly" fail.

There are different kinds of data based on usage. Physicians constantly use vital data to manage patients. Analytical data for improvement is typically lacking. Énumérative data is hard to tease out and needs plenty ethical hurdles. Problem is most organisation seek data without describing the purpose or without any questions. The data is also frequently derived from the wrong sources and with no understanding of discrete versus continuous measurement. There is the biggest challenge of measuring processes and not outcomes. So let’s start by learning what is data and how will it improve things before jumping in.

Before getting to this step step 1 needs to be revised where the evaluation is of physician goals and needs. We frequently build healthcare systems without including the patient voice or perspective. We are now learning more than ever that as a physician we need patient partnership and before getting to this step should find out patients goals and needs in step 1 in order to start activating and empowering patients so the data being given back to them is relevant

In my opinion, I think that you can foster a culture that embraces data-driven decisions in healthcare by disseminating the data obtained and how it impacts their individual goals along with the organization’s goals. Data should be presented on how the various components (i.e., quality metrics, patient satisfaction scores, claim denials, etc) are impacting physicians and staff, strategies along with tactics should be implemented on how to solve the information (i.e., problems) presented. Additionally, having a dialogue with key physicians regarding the value of the data regarding outcomes and how it aligns with their initiatives. Lastly, physicians champions is a key component to fostering a culture around data-driven decisions.