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Once Upon a Trend

It's often difficult to discern a fad from a trend. Even trends are fleeting, especially in the health care industry -- and particularly among organizations who are striving to identify and secure their position in the health care delivery system. Like all industries, health care goes through cycles, e.g., Expansion/ Consolidation, and Centralization/ Decentralization. Presented below are some of the themes, management practices, and industry buzzwords that characterize the prevailing trends of their day.

Some trends persist, even as new ones gain more prominence. While a few trends seem to repeat unchanged, most reemerge with new variations, or perhaps, just new packaging. Some trends are clearly history; UCR charges and cost-shifting aren't likely to stage a comeback. In other cases, trends represent a major departure from those that preceded it.

Trends are a reflection of our value system as well as the zeitgeist of their era. They set the acceptable norms; they define the behaviors and beliefs that dominate our industry and our culture. As some of the items on the list illustrate, time is merely a continuum, not a calendar. That is, the cycle repeats; old becomes new and the future resembles the past. Thus, "Yesterday" may, in fact, be "Tomorrow" or "The Day After."

Most health care organizations are likely to be operating at different points for different measures; rare is the organization completely entrenched in the past or wholly invested in the future.  

 

The Day Before Yesterday Yesterday Today Tomorrow The Day After Tomorrow

Physicians

Physician Customer

Physician Partner

Physician Employee

MD Management Company

Patient as Captive

Patient as Customer

Patient as Partner

"Patient"= Anachronism

Patient

Provider Incentives

Patient Incentives

Payor Incentives

Community Incentives

Value Incentives

Collect Data

Retrieve Collected Data

Report Data

Manage Information

Leverage Knowledge

Fragmented Care

Continuum of Care

Integrated Delivery

Carve-out delivery

Single Specialty Providers

Indemnity Coverage

Triple Option

Managed Care

Direct Contracting

Universal Coverage

Cost Plus

Cost Shifting

Cost Reduction

Activity Based Costing

Cost Standards

UCR Charges

Market Pricing

Contract Pricing

Fair Value Pricing

Results Pricing

Inpatient Care

Outpatient Care

Home Care

Community Care

Appropriate Level of Care

Acute Care

Long Term Care

Sub-acute care

Health Maintenance

Holistic Health

Wellness as Concept

Wellness as Fad

Wellness as Trend

Wellness as Ideal

Wellness as Responsibility

Patient Management

Care Management

Case Management

Outcomes Management

Disease Management

Hospitals

Medical Centers

Health Care Systems

Integrated Delivery System

Niche Players

Quality Implied

Quality Teams

Quality Mandates

Quality-based Contracting

Quality-based Reimbursement

Employees

Associates

Outsourcing

Stockholders

Stakeholders

Competition

Collaboration

Conglomeration

Consolidation

"Co-opetition"

Community Planning

Strategic Planning

Business Planning

Transformation Planning

Community Planning

Upsizing

Downsizing

Rightsizing

Flexible Sizing

Upsizing

Beds, Bricks & Mortar

Capital Equipment

Capital

Human Resources

Core Competencies

Critical Care Beds

Psych & Rehab Beds

Sub-Acute Beds

Hospice & LTC Beds

Short Stay Acute Care Beds

Generate Admissions

Discharge Planning

Utilization Management

Outcome Management

Community Health Status

Institutional Marketing

Product Line Marketing

System Marketing

Outcome Marketing

Community Benefit Marketing

Public Relations

Advertising

Physician Relations

Managed Care Contracting

Internet/World Wide Web

Medical Staff Needs

Institutional Needs

Network/System Needs

Community Needs

Rationing/Regional Needs

 

 

 

 

 

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Copyright 2010 Martin James O'Connell

 


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