Why are we waiting? (5)

Waiting Times for Health Services. Next in Line

Long waiting times for health services is an important policy issue in most OECD countries. Reducing the time that people have to wait to get a consultation with a general practitioner, or a diagnostic test or treatment, can go a long way in improving patient experience and avoiding possible deterioration in their health. Governments in many countries have taken various measures to reduce waiting times, often supported by additional funding, with mixed success. This report looks at how waiting times for elective treatment, which is usually the longest wait, have stalled over the past decade in many countries, and have started to rise again in some others. It also analyses the differences in how long people have to wait to get a consultation with general practitioners or specialists across countries. The report reviews a range of policies that countries have used to tackle waiting times for different services, including elective surgery and primary care consultations, but also cancer care and mental health services, with a focus on identifying the most successful ones.

Just a few words. For citizens, this is the hottest topic in our health system. And policymakers are neglecting it, while some citizens are voting with their feed...only those that can.

Bowery men waiting for bread in bread line, New York City, Bain Collection

Our irrational behaviour

The Behavioral Economics of Health and Health Care
Irrationality in Health Care: What Behavioral Economics Reveals About What We Do and Why

Thomas Rice provides an overview of behavioral economics in health in a recent article in Annual review of public health. More or less the same things we already know with some concrete messages. A good starting point for those that want to take first steps in this discipline. The summary:

People often make decisions in health care that are not in their best interest, ranging from failing to enroll in health insurance to which they are entitled, to engaging in extremely harmful behaviors. Traditional economic theory provides a limited tool kit for improving behavior because it assumes that people make decisions in a rational way, have the mental capacity to deal with huge amounts of information and choice, and have tastes endemic to them and not open to manipulation. Melding economics with psychology, behavioral economics acknowledges that people often do not act rationally in the economic sense. It therefore offers a potentially richer set of tools than provided by traditional economic theory to understand and influence behaviors

Right now behavioral economics is still a promise, let's wait until we can really apply it widely.
Thomas Rice says in this respect:

 With the exception of Kahneman & Tversky’s prospect theory, which was developed more than 30 years ago, there has been little in the way of bringing the various tools and policies of behavioral economics under one umbrella. As a result, most of the applications seem to be ad hoc. More development of an overarching theory could aid those interested in designing new interventions when it is clear that traditional economics remedies are insufficient

Regarding the book on Irrationality in Health Care, I haven't had the opportunity to have a look at it. I leave here the reference and 23 anomalies . Maybe in the book there is the answer to solve them.

PS. For those interested in an introductory course, on March 11th starts at Coursera:  A Beginner's Guide to Irrational Behavior

La contribució de l'atenció primària a la salut poblacional

 Population health management in primary health care: a proactive approach to improve health and well-being

Vivim moments paradoxals. Per una banda la OMS i els governs insisteixen en la contribució decisiva de l'atenció primària a la salut poblacional, i per l'altra els metges catalans acabats de graduar no escullen l'especialitat i hi ha una mancança generalitzada de professionals, fora de tot control i planificació. Aquesta situació no és esclusiva de Catalunya, molts països es troben igual. I el més greu encara, no és preveu una solució a curt termini. I mentre es pretén posar pedaços a la situació, l'OMS publica un document idílic sobre el que hauria de ser. I és cert, ens ho creiem, però a la pràctica això no va, ni es pot aplicar a hores d'ara. Les tres consideracions importants:

1) Population health management is most effective within a holistic health system strengthening approach with PHC at its core. 

2) Investing in PHC is paramount since it is the best place to engage in population health management approaches. 

3) Achieving maximum impact requires synergistic action spanning over several or all PHC levers.

I llavors enfatitza en la gestió de la salut poblacional, que no és territori exclusiu de l'atenció primària,

 Population health management can substantially contribute to realizing some of PHC’s central attributes, including person-centeredness; accessibility; comprehensiveness; attention to health problems in their physical, mental, social, cultural and existential dimensions; continuity; coordination and community orientation

I qui ha de fer aquesta gestió? Doncs les organitzacions sanitàries integrades. Però malament anirem si els atributs previs de l'atenció primària no es compleixen. I l'altre dia ja vaig explicar com això de la continuitat s'està eliminant al nostre sistema de salut.

Aquest document de la OMS apunta molts elements que coneixem dispersos i els posa junts. A tenir en compte.

PD. Caldria tenir en compte que el 28% de la població té assegurança privada duplicada i que sovint la utilitza com accés inicial al sistema de salut. La paradoxa és que us costarà molt trobar un metge de família als quadres mèdics de les asseguradores privades, perquè venen el lliure accés a especialista. Això és just el contrari del que proposa aquest informe i és el que tenim per al 28%.

PD. Algun dia algú hauria de començar a demanar responsabilitats pels errors sistemàtics en la planificació del número de metges i les seves conseqüències.

 

Per on comencem?

 Promoting Peace of Mind: Mental health and insurance

Webinar, 1 de març

Acaba de sortir un informe de la Geneva Association que es pregunta per on comencem en relació a l'assegurança privada de la salut mental. La primera conclusió és que a on hi ha assegurança obligatòria,  sobretot aquesta és el prioritària. I la segona és que on no s'hagi desenvolupat la cobertura de la salut mental, sobretot convé desenvolupar un ecosistema de proveïdors per seguir d'a prop la utilització.

 En definitiva, es tracta d'un informe interessant perquè reflecteix la complexitat de l'assegurança privada en l'àmbit de la salut mental i mostra molts aspectes d'interès, ben descrits i ben plantejats.

PD. Aquest informe sorgeix d'una breu nota anterior.

Plensa a la Pedrera

Changing health behavior (once again)

World Development Report 2015: Mind, Society, and Behavior

Understanding human behavior is one of the main scientific endevours of our current times. As I have explained before, psychology, economics and neurosciences are making great progress in the last decades. Now the annual report by the World Bank puts all this stuff in one publication:

Three principles stand out as providing the direction for new approaches to  understanding behavior and designing and implementing development policy. First, people make most judgments and most choices automatically, not deliberatively: we call this “thinking automatically.” Second, how people act and think often depends on what others around them do and think: we call this “thinking socially.” Third, individuals in a given society share a common perspective on making sense of the world around them and understanding themselves: we call this “thinking with mental models".

In chapter 8 you'll find the application to health issues. A clear warning:

Telling people that there is a way to improve their health is rarely sufficient to change behavior. In general, successful health promotion campaigns engage people emotionally and activate or change social norms as much as they provide information. The message disseminated should be that others will support you or even applaud you if you do it, not just that something is good for you. Successful campaigns address many or most of the following: information, performance, problem solving, social support, materials, and media . A campaign should tell people that a behavior will improve their health (information), demonstrate and model the behavior (performance), reduce barriers to its adoption (problem solving), create a system for supporting people who choose to adopt it (social support), provide the materials necessary to begin adoption (materials), and provide a background of support through in-person, print, radio, television, and other approaches (media).

As you may imagine, this is much more difficult than simply giving information. This is precisely the greatest challenge.

The world is fat (2)

 Can the Obesity Crisis Be Reversed?

From conclusions: 

Ending the obesity epidemic will take both individual and collective action. Neither alone is sufficient. Individuals try to lose weight and keep it off, but the system is working against them. The route to population-wide weight loss will not be through trendy, unsustainable diets. It will be through widespread, appropriate, personalized, and comprehensive approaches.

The first action we all must take, no matter our size, is to educate ourselves about obesity—and you’ve been doing that by reading this book. People need to understand the structural, environmental, and genetic components of obesity. They need to see the ways in which systemic factors contribute to weight gain. The idea that obesity is a choice or a matter of willpower has been thoroughly disproved. The unfortunate fact that many people still believe this actively harms efforts to reduce obesity rates.

The government should first seek to change the public perception of obesity. Obesity is largely a result of structural forces, not just individual actions. A shared awareness of its origins could foster greater support for interventions that allow people to make healthier choices.

People and institutions need to work together to make healthy foods more accessible, affordable, appetizing, and convenient than unhealthy foods. Reversing the obesity crisis will require environments that promote physical activity and social movements that encourage people to get more exercise. We need to devote more resources to preventive efforts for all ages to improve our health.

To reverse the obesity crisis, we will need an all-hands-on-deck approach. Pharmacological advances, surgery, and other treatments should complement new policies, societal practices, and population-wide interventions that promote healthier diets and decrease food consumption. Improving the nation’s health may require implementing policies perceived as restricting personal freedoms that have long been granted to industries and individuals. But these policies will be essential to keeping the population healthy.

For individuals, the goal should be to reach and maintain your optimum weight, meaning the weight at which your body the optimal physical and mental health. 

Outline of free ebook:

INTRODUCTION: Struggling with Obesity

CHAPTER 1: How Do People Gain Excess Weight?

CHAPTER 2: Why Are People Getting Heavier?

CHAPTER 3: What Are the Consequences of Obesity?

CHAPTER 4: What Are the Best Ways to Lose Weight?

CHAPTER 5: How to Reverse the Obesity Crisis

Thinking and deciding

World Development Report 2015: Mind, Society, and Behavior

Our decision making patterns are based on multiple foundations. The new WB report summarises them in three sources: automatic, social and mental models.  In chapter 8 you'll find applications to health. Some of them may be naive, while others potentially useful. There is a trial and error process in all this stuff because of cultural implications. If there is a particular area to focus on, it is on health communication for behavioural change. There is a lot to learn from behavioral economics:

Understanding that people think automatically, interpret the world based on implicit mental models, and think socially allows policy makers to make major strides in improving health outcomes. Individuals sometimes value information highly (for example,
when seeking curative care), but at other times providing information is not sufficient to get people to change behaviors that undermine health. Framing effects that make social expectations and social approval more salient can sometimes encourage individuals to seek preventive care and adhere to treatment when they otherwise would not, even though the individual benefits exceed the individual cost.

PS. My former posts on nudging

PS. Post by BIT.

PS. TE on poor behavior.

PS. Excellent "30minuts" documentary about the Snowden's massive information leak ever. (Only until Dec 28th)

La creació d'un "nou" marc mental: el funcionament de la salut

 The human functioning revolution: implications for health systems and sciences

L'Amartya Sen als anys 80 va definir el concepte de capacitats i el diccionari Stanford de filosofia diu:

L'enfocament de capacitats és un marc teòric que comporta dues reivindicacions normatives: en primer lloc, l'afirmació que la llibertat per aconseguir el benestar té una importància moral primordial i, en segon lloc, que el benestar s'ha d'entendre en termes de capacitats i funcionament de les persones. Les capacitats són les accions i l'essència d'allò que les persones poden aconseguir si així ho volen: la seva oportunitat de fer o ser coses com ara estar ben alimentat, casar-se, ser educat i viatjar; el funcionament són capacitats que s'han realitzat. Que algú pugui convertir un conjunt de mitjans (recursos i béns públics) en un funcionament (és a dir, si té una capacitat particular) depèn de manera crucial de determinades condicions personals, sociopolítiques i ambientals, que, en la literatura de capacitats, s'anomenen "conversió". Les capacitats també s'han denominat llibertats reals o substantives, ja que denoten les llibertats que s'han eliminat de qualsevol obstacle potencial, en contrast amb els mers drets i llibertats formals.

La idea és potent i entre d'altres coses li ha valgut el premi Nobel. Doncs bé, ara aquesta perspectiva ja és a la OMS d'alguna manera i ho explica aquest article. Però no sé si tot ho hem de fiar a la International Classification of Functioning, Disability and Health (ICF) com fa l'article. El tema és més complex. I arriba a aquesta conclusió:

The conceptual and evidence base exists to support the implementation of human functioning as the third indicator of health, complementing morbidity and mortality. This requires coordinated action across health systems, including the scaling and extension of use cases. Significant challenges in  implementing this new paradigm exist.

I tant si n'hi ha de reptes. Entre d'altres, perquè subjectivament es valora el funcionament de forma diferent i pensar que un altre ho valorarà per tu pot dur a conclusions errònies.

Per tant no hi ha res de nou en aquest marc mental, i el que caldria seria tocar de peus a terra sobre allò que és possible i cal fer.

 L'article forma part d'un conjunt que es diu la revolució del funcionament humà, molt ambiciós el títol però jo no sé veure la revolució per enlloc, per ara.

The roots of good governance (3)

 High Performance Boards: Improving and Energizing your Governance

Contents:

Part I: The Four Pillars of Board Effectiveness 1

Joanne Marker and Board Service 3

Chapter 1 The Four Pillars of Board Effectiveness 9

The First Pillar: People Quality, Focus, and Dedication 11

The Second Pillar: Information Architecture 14

The Third Pillar: Structures and Processes 15

The Fourth Pillar: Group Dynamics and Board Culture 17

Chapter 2 Governance Challenges around the World 20

Scientific Lessons from Natural Selection 22

What is Transformational Leadership? 23

Should We Trust Leaders? 24

The Governance DNA 26

Chapter 3 The Successful Director: Values and Character 28

Duty of Care 30

Duty of Loyalty 32

Integrity: A Key Characteristic of Board Directors 32

Chapter 4 The First Pillar: People Quality, Focus, and Dedication 35

Quality 35

Focus 38

Dedication 41

Chapter 5 The Second Pillar: Information Architecture 45

How Complete is Your Information? 46

Chapter 6 Board Structures and Processes 50

Processes 51

Committee Structure 52

Board Secretary 53

Lead Director or Vice Chair 55

Chapter 7 Group Dynamics and Board Culture 56

Understanding Group Dynamics 57

Coalitions Within a Board Are Inevitable – and they Feed into Politics 60

Boards Fall into Traps 63

Drawing Strength from the Board’s Potential 66

Developing Self-Awareness 67

Board Culture 69

Part II: Board Failures and Challenges 77

Chapter 8 Four Areas of Board Failure 79

Chapter 9 Risks and Ensuring the Right Board Risk-Philosophy 82

Chapter 10 A Board Member’s Practical Guide to Risk Thinking 85

The Physical Health Check: Technical Risks 86

The Mental Health Check: Behaviours 89

The Strategic Risk Check 93

The Governance Risk Check 94

Chapter 11 Elements of Advanced Risk Techniques for Board Members: From Quants to Cyber 97

The Why and How of Quantitative Risk Assessment for Boards 98

Integration of Risks 101

The Outcome of Risk Assessment 102

Cyber Risk 104

Chapter 12 Crisis Management 107

Crisis as a Turning Point 110

There is Work to Be Done In Peaceful Times 111

Communication Principles 111

Another Powerful Weapon: Gathering Information 113

A Crisis Will Shed Light On Boardroom Fissures 115

Procedure vs. Authenticity 117

Communicate Your Way to Rebuilding Trust 118

Chapter 13 The Four Tiers of Conflicts of Interest 120

Tier-I Conflicts: Individual Directors vs. Company 122

Tier-II Conflicts: Directors vs. Stakeholders 124

Tier-III Conflicts: Stakeholders vs. Other Stakeholders 131

Conflicts of Interest within a Group of Stakeholders 135

Tier-IV Conflicts: Company vs. Society 136

Chapter 14 High-Level Fraud and Active Board Oversight 141

Why Does High-Level Fraud Happen? 143

Injustice 147

Lax Oversight 148

Problematic Culture 149

Financial Illiteracy 151

How to Create an Effective Oversight Environment 152

Preventing Injustice: Broaden the Notion of Conflict of Interest 152

Preventing Lax Oversight: Build Appropriate Frameworks 153

Preventing Toxic Behaviours: Create a Positive Culture 156

Strengthen Board Oversight Expertise with Special Focus on Legal, Compliance, Risk, Fraud, and Financial Reporting 159

Tools For Anti-Fraud Activities: Assessment, Prevention, Detection, and Investigation 160

Assessment 161

Prevention 161

Detection 161

Investigation 162

Part III: Board Best Practices 165

Chapter 15 The Board as a Strategic Asset 167

Five Definitions of Strategy 168

Clarifying the Board’s Role 171

Taking Context into the Mapping Process 174

The Impact of Context on Strategic Views and Roles of the Board 175

The Board’s Ultimate Strategic Significance 176

Chapter 16 A Primer on Finance Essentials for Directors 177

Reading Financial Reports 178

Understanding Ratios to Analyse Operating Strategies 179

Interpreting Between the Lines of Financial Statements 181

How to Identify Red Flags in Financial Statements 182

Implementing Desired Capital Structure 184

Understanding Valuation Fundamentals 185

Making Better M&A Decisions 187

Overseeing Risk 189

Joanne Marker and Board Values at Comfre 193

Chapter 17 Board Leadership and Values 197

Quality Boards Live and Breathe Integrity 198

Which and Whose Values? 199

Board Values vs. Organisational Values 202

Family Values in Business 203

Chapter 18 The Intricacies of Subsidiary/Holding Governance 204

Structures 206

Culture 208

Chapter 19 Fostering Entrepreneurship from the Board 210

‘Best Practice’ Governance vs. Entrepreneurship 211

Boards Should Actively Encourage Entrepreneurship 212

Chapter 20 The Board’s Oversight Framework for M&As 217

Creating a Deal-Making Mindset 218

Seeing the Bigger Picture 220

Staging Deals with Maximum Precision 220

Integration 225

Confronting Litigation Involving M&As 226

Joanne Marker Confronts Failing Board Culture 229

Chapter 21 The Chair–CEO Relationship 233

The Role of the Chair 233

Chairs are Increasingly Active 237

Chair–CEO Dynamics – the Hallmarks of a Productive Relationship 238

Tests of the Chair–CEO Relationship 240

The Ideal Attributes of a Chair 242

Chapter 22 The Board–Management Relationship 244

Supervision 244

Support 246

Blurring the Board–Management Relationship 247

Writing Governance Codes is Easier Than Changing Behaviours 248

Chapter 23 Effective Diversity 251

Diversity is Good . . . But Why; and When? 251

Diversity as a Considered Choice 252

Gender 253

Culture 255

Personality 256

Age 257

Social Background 259

We Have Embraced Diversity . . . Now What? 260

The Chair’s Role in Building and Nurturing Diversity 262

Chapter 24 The Talent Pipeline 265

The Board’s Responsibility for Talent Management 265

The New Talent Dynamic: Culture, Values, Community 268

Chapter 25 Boards and Social Media 272

JP Morgan’s Failed Foray into Twitter Q&A 273

Why Boards Should Understand Social Media 274

What Boards Should Do 276

Chapter 26 Boards and Investors 279

The Move toward Increasing Shareholder Engagement 281

Chapter 27 Managing Stakeholders 283

Shareholders vs. Stakeholders: A Definition 284

How to Identify a Company’s Key Stakeholders 285

The Board Can Be Instrumental in Shaping the CEO–Stakeholders Conversation 285

Anticipating Stakeholders’ Influence and Impact 286

Chapter 28 Stewardship from the Board 289

Building Upon a Rich Cross-Disciplinary Legacy of Thought 291

Psychological, Organisational, and Cultural Influences on Stewardship 291

Steward Leaders Build on their Unique Strengths to Drive Stewardship 292

Steward Leaders Deliver Long-Lasting, Meaningful, and Inclusive Impact 293

Becoming a Steward Leader: What it Takes 295

Stewardship Risks 297

Boards Are Key to Fostering Stewardship 297

Conclusion 299

Fresh data

Recently we have known that politicians were spotted while having lunch at a well known Barcelona restaurant. Our crazy world is becoming more unpleasant. At least two options for a politician: no lunch at a restaurant, or silent eating, unless somebody (justice) introduces more costs than benefits on spying. Up to now, spying has been profitable.
In health care, these days is appearing fresh information about hospitals, no spies needed to know P&L data. Data on 2011 hospital costs can be found at Central de Balanços. Those that want to know how money is spent in a consolidated way, can check the latest report. You  can find that outpatient pharmaceutical expenditure in hospitals decreased 5.19%. This is a historical achievement, and pharmaceutical inpatient expenditure lowered 12 % !!!. You may remember my last comment on such data in this post.
Besides a general improvement, hospital deficit in 2011 was 90 m euro, however on p. 36 there is a detailed explanation. Some hospitals account for most of the deficit (5 hospitals - out of 51- represent 64% of the amount of hospitals losses). These details are very important because these are the hospitals where budget cuts have not been effective. May be we can call them free riders? We can't confirm with data available on the report.
If you want to understand recent hospital expenditure, definitely you need to check this report (or mental health report and LTC report) and you'll reassure that the effort to trim costs has been very important, a substantial change in the former trend. Costs are lower, what about efficiency?

PS. ¿Why are there so many wicked  people in politics?. One answer to this question is given by Adolf  Tobeña connecting neurobiology, behaviour and economics. Yesterday I attended a very interesting speach. You may listen Adof Tobeña here in a similar speach (1 hour), or you can go straigth to minute 30 - and get the key messsage-, otherwise you can have a look at this pdf.

PS. A sound criticism towards ACOs, by Mark Pauly. Must read.

The great François Gabart, winner of Vendée Globe 2012

Mobile medicine transformation

THE TRANSFORMATIVE POWER OF MOBILE MEDICINE, Leveraging Innovation, SeizingOpportunities, and Overcoming Obstacles of mHealth

Eleven topics in a book reflecting current mhealth:

1. Innovations in mHealth Part 1

2. Innovations in mHealth, Part 2

3. Exploring the Strengths and Weaknesses of Mobile Apps

4. Mobile Apps Critique: Heart disease and hypertension

5. Mobile Apps Critique: Diabetes and asthma

6. Mobile Apps Critique: Mental health/Depression

7. Reinventing clinical decision support: Is there a role for mobile technology?

8. Telemedicine: Opportunities and Challenges

9. Patient Engagement must be our Top Priority

10. Security and privacy concerns

11. Designing the ideal mobile medical app

Our fragile world

 Death, Grief and Loss in the Context of COVID-19

Outline of the book:

Introduction: Capturing the beginning of a long journey of loss, trauma and grief Panagiotis Pentaris

PART 1: Reconsidering Death and Grief in Covid-19

Chapter 1. Familiarity with death

Chapter 2: Grief in the COVID-19 pandemic

Chapter 3: Apocalypse now: COVID-19 and the crisis of meaning

Chapter 4: Physically distant but socially connected: Streaming funerals, memorials and ritual design during COVID-19

Chapter 5: Social death in 2020: Covid-19, which lives matter and which deaths count?

PART 2: Institutional Care and Covid-19

Chapter 6: End-of-life decision-making in the context of a pandemic

Chapter 7: NHS Values, Ritual, Religion, and Covid-19 Death

Chapter 8: Non-COVID-19 related dying and death during the pandemic

Chapter 9: Covid-19 and care home deaths and harms: A case study from the UK

Chapter 10: Impact of Covid-19 on mental health and associated losses

Chapter 11: Assisted dying and Covid-19

PART 3: Impact of COVID-19 in Context

Chapter 12: Losing touch? Older people and COVID-19

Chapter 13: Between cultural necrophilia and African American activism: life and loss in the age of COVID

Chapter 14: The biopolitics and stigma of the HIV and Covid-19 Pandemics

Chapter 15: Suicide in the context of the COVID-19 pandemic

Chapter 16: Death and dying during the COVD-19 pandemic: The Indian context

The decline of pharma R&D productivity (2)

Science needs to move beyond luck if it is to design better drugs for the brain

The Economist:

Between 2011 and 2020 the likelihood of a drug in psychiatry being approved by the Food and Drug Administration was 7.3%. In neurology it was 5.9%. (The industry average is 7.9%.) As well as being less likely to succeed in trials (see chart), neurology drugs also take much longer, on average, to develop, further decreasing their appeal

According to the Global Burden of Disease project 12 mental-health disorders affect about 970m people. Their prevalence has increased by 48% since 1990 as the population has grown. With more than one in ten people on the planet affected, it is a global problem, although what data are available suggest it is more marked in Western countries (see map).

Behavioral response to the virus

Using Behavioural Science to Help Fight the Coronavirus

Main topics of the paper:

(1) Evidence on handwashing shows that education and information are not enough. Placing hand sanitisers and colourful signage in central locations (e.g. directly beyond doors, canteen entrances, the middle of entrance halls and lift lobbies) increases use substantially. All organisations and public buildings could adopt this cheap and effective practice.

(2) By contrast, we lack direct evidence on reducing face touching. Articulating new norms of acceptable behaviour (as for sneezing and coughing) and keeping tissues within arm’s reach could help.

(3) Isolation is likely to cause some distress and mental health problems, requiring additional services. Preparedness, through activating social networks, making concrete isolation plans, and becoming familiar with the process, helps. These supports are
important, as some people may try to avoid necessary isolation.

(4) Public-spirited behaviour is most likely when there is clear and frequent communication, strong group identity, and social disapproval for those who don’t comply. This has implications for language, leadership and day-to-day social interaction.

(5) Authorities often overestimate the risk of panic, but undesirable behaviours to watch out for are panic buying of key supplies. Communicating the social unacceptability of both could be part of a collective strategy.  

(6) Evidence links crisis communication to behaviour change. As well as speed, honesty and credibility, effective communication involves empathy and promoting useful individual actions and decisions. Using multiple platforms and tailoring message to
subgroups are beneficial too.

(7) Risk perceptions are easily biased. Highlighting single cases or using emotive language will increase bias. Risk is probably best communicated through numbers, with ranges to describe uncertainty, emphasizing that numbers in the middle are more likely. Stating a maximum, e.g. “up to X thousand”, will bias public perception. 

A prescription for “high-need, high-cost” patients

David Blumenthal presented at the recent  OECD health conference the Commonwealth Fund report: Designing a High-Performing Health Care System for Patients with Complex Needs: Ten Recommendations for Policymakers
These are the recommendations:

1. Make care coordination a high priority for patients with complex needs
2. Identify patients at greatest need of proactive, coordinated care
3. Train more primary care physicians and geriatricians
4. Improve communication between providers, e.g. integrated clinical records
5. Engage patients in decisions about their care
6. Provide better support for carers
7. Redesign funding mechanisms for patients with complex needs
8. Integrate health and social care, and physical and mental healthcare
9. Engage clinicians in change, train and support clinical leaders
10.Learn from experience; scale up successful projects

Once again, the issue is not about what, but about how, according to the specific setting. This is the reason why change implies modify incentives and coordination mechanisms. This is the hardest part, with cost and benefits uneven distributed over time and people. And this is the reason why recommendations fail so often in its implementation.

At Tate Britain, righ now, David Hockney

Per una nova societat d'obligacions recíproques

Can We Be Happier? Evidence and Ethics

La pregunta de si podem ser més feliços, motiu del comentari del llibre d'avui, hauria de ser posterior a la de saber si som feliços ara. I com sempre anem a petar al problema de la mesura. L'economista Richard Layard porta molts anys explicant que podem mesurar la felicitat, i que hi ha dos components, la satisfacció amb la vida que té cadascun de nosaltres (felicitat experimentada) i la felicitat creada, fruit de la interacció social amb els altres. I diu:

We need to replace the harsh culture in which we judge our lives by our success compared with others. That is a zero-sum game – the total of relative success can never be changed, however hard each person tries to improve their own position. Instead, we need a goal for each of us which can lead to progress for all. That goal has to be the positive-sum activity of contributing to a happier society.

If we want a happier society, we have to aim at it explicitly. We will never achieve a happier society as a by-product. And it is a single overarching concept that we need if we are to displace the false idol of GDP. A dashboard of wellbeing indicators is certainly better than nothing, but it has been tried for half a century by the ‘social indicators’ movement with relatively little success.

Més endavant recupera els 10 factors que contribueixen a la felicitat:

Curiosament, tant que parlem de desigualtat, la referida a la renda diu que només explica menys del 2% de les diferències en la felicitat. És el que diu, jo no ho puc contrastar. En canvi el més important a tenir en compte són les privacions, allò al que no es pot accedir. I es carrega plenament la jerarquia de necessitats de Maslow.

Entre països, allò que explica la variació en el nivell de felicitat són bàsicament sis factors que expliquen el 76%:

• trust (the proportion of people who think ‘most people can be trusted’)
• generosity (the proportion who have donated money to a charity in the present month)
• social support (the proportion who have relatives or friends they can count on to help them whenever they need them)
• freedom (the proportion who are satisfied with their freedom to choose what they want to do with their life)
• health (years of healthy life expectancy)
• income (GDP per head)

És el que diu. A la majoria de països la felicitat va augmentar entre 1980 i 2007, després hi ha hagut recorreguts diversos i el creixement econòmic no és garantia de més felicitat.

I el llibre parla dels mestres, dels metges, dels polítics, funcionaris, científics, economistes i tots aquells que poden contribuir a la felicitat i els ofereix una agenda per a l'acció.

There is no objective reason why so many lives in the West should be so stressful. We ourselves have created the stress by our goals, and the way our institutions respond to them. If we change our goals, we really can produce a happier society.

Future generations will be shocked by many of the unthinking and unskilful features of life today. They will be shocked at the neglect of mental illness, at the stresses imposed on our children, and at the common assumption that everyone is an egotist.

So the world happiness movement can indeed bring in a better, gentler culture and do it fast. But what happens will ultimately depend on each one of us. We can all be heroes in the happiness revolution

Llibre recomanable, amb alguns biaixos que es poden descomptar des de l'inici (com una èmfasi excessiva en la salut mental i el mindfulness). En Martin Wolf deia que no li agrada massa això de que la felicitat estigui al capdamunt de l'agenda política. Jo crec que el que cal és afavorir les condicions per a un alt nivell de satisfacció amb la vida, i no sé si la paraula felicitat ajuda o distreu, potser més el segon. Estic convençut que una societat amb menor stress és possible. Totes aquelles decisions i accions individuals i col·lectives que hi contribueixin seran benvingudes en una nova societat d'obligacions recíproques.

PS. Malauradament no hi surt Catalunya als rankings de felicitat que publica Layard. Miraré de trobar material si és que n'hi ha.

PS. Sobre les diferències de renda i la felicitat: "There have been thousands of surveys in hundreds of countries and they typically find that, holding all else constant, a person with double your income will be 0.2 points happier than you are. Similarly, a person whose income is one half of yours will be 0.2 points less happy"

PS. El concepte de societat d'obligacions recíproques és de Collier.

El benestar com objectiu preeminent

 Wellbeing. Science and Policy

Fa uns mesos parlava del llibre anterior de Richard Layard, "Podem ser més feliços?", ara el seu darrer llibre és un compendi del que ell en diu ciència del benestar. Jo no sé ben bé si és una ciència, però el que si és cert és que el tema és prou interessant com per fer-hi una ullada. Aquí el trobareu en accés obert. El primer que cal fer és mirar l'índex:

Part I. The Case for Wellbeing:

1. What subjective wellbeing is and why it matters

2. Wellbeing as the goal for society

Part II. Human Nature and Wellbeing:

3. How our behaviour affects our wellbeing

4. How our thoughts affect our wellbeing

5. Our bodies, our genes and our wellbeing

Part III. How Our Experience Affects Our Wellbeing:

6. The inequality of wellbeing: some basic facts

7. Tools to explain wellbeing

8. Explaining wellbeing: a first exploration

9. Family, schooling and social media

10. Health and healthcare

11. Unemployment

12. The quality of work

13. Income

14. Community

15. The physical environment and the planet

Part IV. Government and Wellbeing:

16. How government affects wellbeing

17. How wellbeing affects voting

18. Cost effectiveness and policy choice.

L'estructura del llibre és prou clara i dedica temps a explicar el problema de les mesures de benestar, qüestió sempre controvertida. 

De què depèn el benestar? Doncs d'aquests factors, diu:

De tots, possiblement el capítol menys encertat és el que parla dels gens i el benestar (p.85). La hipòtesi de que els gens no canvien i tenen un paper en el benestar, oblida l'epigenètica i per tant que podem tenir gens que s'activen o no depenent de les condicions amb les que ens trobem. Tema esbiaixat (cap al predeterminisme) i poc elaborat. A tot el llibre hi ha una èmfasi desproporcionada cap a la salut mental, qüestió que ha preocupat de sempre a l'autor.

I al darrer capítol arriba la qüestió crucial: 

The ultimate purpose of wellbeing science is to help us increase wellbeing. Hopefully, readers of this book will by now have learned a little more about themselves, which they can use to improve their own wellbeing and that of others. But what about  policymakers, be they in central or local government, or in NGOs big and small? Are there steps by which wellbeing science could help them improve their contribution to human wellbeing?

Enlloc de mesurar amb QALYs, ell proposa els WELLBYs, anys de vida ajustats per benestar. I llavors proposa els llindars necessaris per a avaluar si cal una política determinada. Molt ideal tot plegat, i pendent d'elaboració a la pràctica. El títol del llibre és suggerent, el seu contingut encara té moltes qüestions pendents per desenvolupar.

Wellbeing economics: a prescription letter

A SPENDING REVIEW TO INCREASE WELLBEING
An open letter to the Chancellor

UK has setup an All-Party Parliamentary Group on Wellbeing Economics. That's great!. If there is one thing that should be on the public agenda is wellbeing. However, after reading the last report it's a little bit disappointing. The have decided 6 priorities to take into account in the spending review according to its importance on wellbeing.

1. Health: Scaling up treatment of mental illness
2. Education: Tackling children’s wellbeing in schools 
3. Further Education: A proper start to working life
4. Social care and community services: Investing in social support networks
5. Work: Better wellbeing leads to better productivity
6. Other priority areas

Not so easy...as they say, It's just a letter...

Don't think of privatization

Let's do a little thought experiment today.

Close your eyes. Imagine a privatized healthcare consortium as vividly as you can. It is clear! Is it? There are private owners. Or seems to be some officials geting dividends?

Now, I want you to NOT think about privatization. Think of anything else but privatisation. Try it for a few minutes.

What are you thinking of? How many times did the privatization issue cross your mind? Quite a few times, right?

Now, close your eyes again and try to think about what you did for today? Who you met? Where you went? Anything interesting happened when you were traveling? What did you eat for breakfast/lunch? Try it for a few minutes.

How many times did you think of privatization? None? Maybe once or twice especially since I asked this question?

This is an exercise that shows that suppressing your thoughts in your mind doesn't really work. When we try not to think about something and try to suppress it, our minds keep going back to the same thoughts. This is a well known experiment from Wegner et al. (Wegner, D. M., Schneider, D. J., Carter, S. R., & White, T. L. (1987). Paradoxical effects of thoughts suppression. Journal of Personality and Social Psychology, 53, 5–13). As you know, I could also refer to Lakoff mental frames and its: Don't think of an elephant for different evolutive and modern cognitive perspective, but I've done it before.
If you combine deception -about the concept of privatization- and the difficulty of suppressing your thoughts, you'll get the current health policy mess. Distraction is a strategic move that has alleged political profits. For sure, the whole population only receive the losses from such strategy. We have been installed in this paradigm for many years: the privatization devil is here and there, although there is no shareholder getting any dividend. Fortunately, the world stands beyond spaguetti western films. Ownership has impact on efficiency but depends on the context, sometimes public incentives prevail over private ones, and sometimes is the opposite.
If all these sounds weird to you, have a look at our last Parliament resolution and you'll find the astonishing agreement of all parties against the current ruling party on one issue that doesn't exists: a public consortium privatised!!!. If it is public, as it is, can't be private if the owner is the government, as it is. Disappointing, shameful.
I'm really sad that in my country public representatives play with fire in such a way. I just want to say today, that I'm available for those deputies interested in a free private lecture on organizational economics, on what ownership is and what it means for efficiency. Just give me a call or send me an email.

A relaxing cup of café con leche