The Eyes of Big Medicine: Electronic Medical Records
When doctors spend more time in front of a computer than they do with patients.
September 18, 2013 - 9:44 am
This is the third part in a series of articles on the rollout of Obamacare and how the law will change our health care system. Each week, we will publish two articles — one on the changes in medicine and medical care and one on changes in the insurance industry. We hope this series of articles will help you make better decisions when it comes to your health care and how you buy insurance.
The first two articles discussed the growth of government-controlled Big Medicine and how it will affect medical care. This next piece will cover the role of electronic medical records (EMRs) in Big Medicine.
The HITECH (Health Information Technology for Economic and Clinical Health) Act of 2009 essentially mandates that physicians and hospitals adopt electronic records by 2014, or face penalties in the form of reduced Medicare/Medicaid payments.
At first glance, adopting electronic medical records would seem a no-brainer for doctors and hospitals. After all, electronic records are the norm for many successful businesses, assisting with sales, inventory, and billing. In theory, electronic medical records should reduce costs for doctors and help them practice more efficiently.
Yet as Dr. Adam Sharp notes, EMRs are a “dirty word” to many doctors because EMRs are cumbersome, hinder doctors’ ability to practice, and are too expensive.
In the New York Times, Dr. Pauline Chen described how EMRs are impairing doctors’ ability to interact with patients. Many young doctors in training are so busy filling out obligatory electronic forms, they are now spending only 8 minutes per patient each day. As a result, they cut corners:
When finally in a room with patients, they try to [rush through interviews] by limiting or eliminating altogether gestures like sitting down to talk, posing open-ended questions, encouraging family discussions or even fully introducing themselves.
As Dr. Chen noted, the bad habits they learn in training will carry over to when they become independent practitioners.
Another recent study showed that young doctors spent only 12% of their time in direct patient care compared with a whopping 40% of their time in front of a computer. Veteran ER physician-blogger “WhiteCoat” recently tracked his workflow and similarly found that 50% of his time was spent on the computer, not with patients.
One pernicious effect of doctors spending so much time on the computer is that they tend to “treat the chart” rather than treating the actual patient.
Dr. Richard Gunderman described an extreme example of this phenomenon:
An intern recently presented a newly admitted patient on morning rounds, reporting that the patient was “status post BKA (below the knee amputation).” “How do you know?” the attending physician inquired. “It has been noted on each of the patient’s prior three discharge notes,” replied the intern, looking up from his computer screen. “Okay,” responded the attending physician. “Let’s go see the patient.”
When the team arrived in the patient’s room, they made a surprising discovery. The patient had two feet and ten toes. Where did the history of BKA come from? It turned out that four hospitalizations ago, the voice recognition dictation system had misunderstood DKA (diabetic ketoacidosis) as BKA, and none of the physicians who reviewed the chart had detected the error. It had now become a permanent part of the electronic medical record — as if written in stone.
As Dr. Gunderman warned, “The flesh-and-blood patient is getting buried under gigabytes of data.”
Furthermore, these electronic medical record systems can be expensive, forcing doctors in practice to make some difficult business choices. One of my local colleagues here in Colorado described his conundrum:
While many small practices would love to implement new technologies, such as electronic medical records (EMR), in order to better deliver care, we have special challenges that are not addressed in health care reform regulations. Most small practices operate with low profit margins making introduction of expensive systems difficult.
Even with government incentives, costs can run well into six figures, especially with multiple providers. Large hospital-based practices are at a competitive advantage to implement such government mandates while small practices are forced to choose between hiring/maintaining medical staff, adding EMRs or selling out to Big Medicine to avoid such challenges.