Um, I forgot, does anyone remember what this thread is about?
Was it: Can the "Purple Suit" fix military medicine?
Anyone who thinks that reorganization is a panacea for systemic problems in any outfit needs to read more Dilbert.
I quote from the cover of the Dilbert Book,
Random Acts of Management, by Scott Adams (Kansas City: Andrews McMeel Publishing, 2000, ISBN 0-7407-0453-2):
(Scene: Pointy-Haired Boss is facing Dilbert across boss's desk)
Boss is about to spin an arrow around a wheel denoting four management options:
1) Yell
2) Hide
3) Be Unclear
4) Reorganize
If I have a bucket full of dung, I have four options:
1) Put the dung to a useful purpose (e.g., fertilizer)
2) Throw the dung away and fill bucket with more useful (and less noisome) items
3) Coach the dung to higher levels of performance, so that it alchemically morphs into something other than itself (e.g., motivational dung posters, feedback dung sessions, team-building dung exercises)
4) Reorganize dung
Tell me how reorganizing the dung makes the dung better?
What military medicine needs in order to fix it would fill a book.
Here are a few hints:
1) Better retention of qualified people by treating docs with respect
2) An increased number of qualified people (increased end-strength of M.D.s [by which I also mean D.O.s, of course])
3) Increased quality of people (M.D.s/D.O.s, not Assistants to Physician's Assistant's Assistants)
4) More money, spent wisely (docs not chairs); instantly double all bonuses, and make them tax-free
5) Better leadership willing to see beyond the visions of golf courses dancing in their heads, in order to break the downward spiral inherent in the status quo
6) An impregnable firewall between clinical medicine and petty politics (stop reprimanding physicians for trying to do the right thing/telling the truth)
7) An end to crazymakers (endless, meaningless, no-notice, do-by-COB-today-or-else, Computer Based Training, among others)
8) Increased number and quality of medical support personnel (nurses, techs, secretaries)
9) Increased number and quality of non-medical support personnel, so that finance and MPF don't have to shut down for days on end due to "minimal manning", and open only on alternate Tuesdays between 1000-1005.
10) Reinforcement from the top (SECDEF) that military physicians are physicians first, and officers second, so that they will no longer be asked to violate the Hippocratic Oath by acting in a way detrimental to human life (interrogating prisoners, poisoning pizzas, etc.)
http://www.medicalcorpse.com/poisonedpizza.html
11) Even more money to implement all of the above
12) Leadership with the guts/balls/ovaries to stand up to the Powers that Be to say: "I am shutting this [hospital/clinic/ICU/hospital function] down until we get sufficient funding, personnel, and infrastructure to provide quality medical care. We have reached the point of mission failure. I will not endanger one patient's life to continue this charade of being a ["Medical Center"/clinic/ICU/hospital function] just so my superiors can get shiny OPR bullets that will earn them stars. If you don't like my clinical opinion, I will resign my [Command, Residency Directorship, Commission] immediately. I feel that this is the only way to get the attention of the Command, so that the severe, systemic dangers to patient safety inherent in our medical care activity as of (today's date) are fixed."
13) Even better senior leadership to accept e-mail such as 12) above without blowing an aneurysm, dragging the truth-telling subordinate into the Commander's office, and slapping him/her with a career-ending LOR for speaking truth to power.
14) More money to fund the skyrocketing cost of state-of-the-art medical care, due to advancements in expensive technology, and the unbridled greed of pharmaceutical companies which insist on gouging the sickest, oldest, youngest, and otherwise most vulnerable members of our military and civilian population.
15) Doctors' parking lots, separate from High Ranking Administrators' parking lots. Find me one civilian hospital which doesn't do something to ensure their physicians can find parking spaces, rather than circling endlessly around parking lots filled with contractors and clipboard-carriers, and I'll have found a hospital that is doomed. Doomed, I say.
16) More money. How many surgical procedures/childhood immunizations could be bought for the price of one fewer aircraft carrier, given that there is not one navy in the world which can come close to challenging our supremacy of the seas? Or one fewer stealth fighter, or spy satellite, or sooper dooper frying purple people heater (
http://www.globalsecurity.org/military/systems/ground/v-mads.htm ), etc.?
Either quality medical care for our troops, their families, and our honored retirees and dependents is worth spending money on, or it is not.
Reorganizing the underfunded, unled, unqualifed, unmotivated, and unsupported people in the military health care system will not result in the alchemical transmutation of dung into gold some people wish for. Luckily, by the time this fact is realized ten years hence, the generals and SECDEFs who came up with this brain dead "initiative" will have retired, died, or both. Goddess only knows how many patients will have died, as well...because the military is very good at covering up its medical blunders under the rubric of "Quality Assurance/Risk Management".
--
R
http://www.medicalcorpse.com
Hoping that Y'all Missed My Long Posts, but
Realizing that such Hope Is As Misplaced
As the Hope that Reorganization qua Reorganization
Will Do Anything To Resurrect Military Medicine
From Its Grave