The LearnLogic Podcast - With Nick Webb: Recent Episodes
Nick Webb
Nick Webb is an award-winning Inventor with over 40 patents, Keynote Speaker, Bestselling Author, Futurist, Adjunct Professor, and Director of the Center of Innovation at a Top Medical University. In his spare time he’s producing a feature-length documentary on Fixing Healthcare. ITA Group calls him “The hottest event keynote speaker of 2019” and Top Global Guru has named him a Top 30 Global Guru in customer service for 5 years in a row. In his show he opens the door to disruption, revealing how listeners can fix healthcare and to find the tools, tactics, and innovations that they can use.
In a time of massive change, stakeholders are looking to be led by managers and leaders that want to collaborate and co-create. Today employees want to be involved in a mission that is part of their own personal evolution that is in the service to others.
Most organizations fail at innovation because they’ve never really committed to it in the first place. To make innovation real and to provide a return on investment organizations need to craft thoughtful strategies that include all of the many disparate parts that make up innovation.
This is an introductory video on Nick Webb’s upcoming video series on how to Master innovation, leadership, a culture of happiness, and current trends in healthcare.
Well, today I'm going to talk about one of my favorite subjects, something I've spent my entire life researching, and really trying to understand this bizarre and a morphus area of enterprise success. Well, we're gonna call it customer experience, because, well, that's what everybody calls it. Some people refer to it as customer service. And of course, those are two separate things. But we'll talk about that in a minute. But I'm going to make a proclamation here. And it's taken me a really long time to realize this. And that is that customer experience is actually an innovation activity. I mean, think about what is innovation? Well, I describe innovation in my book, The innovation mandate, very simply, innovation is the creation of novel value that serves your enterprise and your customer. Okay, let's layer that definition. Now on to customer experience, customer experience, is the creation of novel value, as serves your enterprise and your customer. Wow, isn't that interesting? Well, the problem is, then most people that are the owners of customer experience within their organization, don't really understand that it's an innovation activity. And as a result of that, they don't do a very good job. In fact, it's interesting to me when I hear the term best practices around customer experience. These are organizations that are horrible, that are using these systems, Net Promoter scores, customer surveys, blah, blah, blah, it's a joke. They're trying to McDonald lies and create assembly lines around understanding what their customers care about. And they fail at it with mathematical certainty. Like, it's just not that easy. But the good news is, it's fun. It's fast. And it's doable, if you apply a different principle to customer experience. And it's what I call CSI customer experience innovation. Now, there are some elements of this that have to always work really, really well. And these are what I like to call the four dimensions of customer experience success. Now, before I introduce these concepts, I want to point out again, that some of the people that are out there that are considered to be the so called thought leaders in customer experience, are actually ex executives from some of the worst companies in the planet.
Now, I'm all about love. And I never like to mention names because I don't want to hurt anybody's feelings. But you know, name a major brand that you hate, and chances are their ex chief director of customer experience is now an author out there telling you how you can be crappy too. It's ridiculous. Alright, let's talk about what really works. What really works is that in order to innovate, in order to create better experiences, we have to get far better insights. And we can't do that through CRMs. nps is and customer service, in my opinion. Now, everybody's welcome to their own opinion. But I can tell you that the statistics show that a lot of the worst companies in the world are in fact using these so called gotta hate to use the term best practices. Alright, so let's talk about what you really need to do. And unfortunately, I don't have enough time in this podcast to tell you everything. I sometimes feel like a doctor that doesn't get enough time with their patient. I know that they're going to leave they're in a situation where they don't really have all of the answers to optimize their health and I I really hate that. Although at Learn logic at my learn logic, comm we have created certification programs. So no matter where you live within your organization, if you're a strategist. In other words, if you own customer experience, you can take our certified master of Customer Experience Program.
Today, I'd like to talk about the oil and gas industry. When you think about innovation, it's really hard to exclude oil and gas has been at the very top of your list. And the reason for that is the oil and gas industry has made unprecedented levels of investment in trying to identify new alternative sources of energy. And they've had a great deal of successes in that regard. But there are many complex factors that are changing the oil and gas industry, one of which is hyper consumerization, and consumer demand of new alternative energy sources. We also see major changes in the way in which consumers are using energy. And as a result of that, they are in a state of massive massive disruption. So the future of oil and gas is basically the subject of the C 19. Economy. There are three big shifts, and these big shifts will impact oil and gas. And I guess the key word here is innovation. Because in a time of differentness, the oil and gas industry simply cannot double down on sameness. They have to move away from some of their legacy ideas about oil and gas. Although I must say that most of the organizations with in oil and gas are in fact disruptive innovators, and they have put an inordinate amount of time and effort and resources into innovating the changes that are occurring around them. So here are the three big shifts that will affect oil and gas. Number one, hyper consumerization we realized that most organizations in oil and gas see their business customer as their primary customer often. But there is an end user, and that end user needs to be connected to a product in a way that delivers higher degrees of value and in a way that enjoys friction freedom. Understanding customers better in a time of massive change will be critical for the oil and gas industry. What do they love? What do they hate? Who are the personas that they serve? What is the customer's journey look like? So the best organizations in oil and gas will build out what I call CXI customer experience innovations, and they'll build it out as a formal innovation strategy. And as a result, they will continue to deliver incredible value across the supply chain. The second major shift of the C 19 economy is the big shift of enablers, and connectors. Now this is a very important part. enabling technologies will help oil and gas organizations increase efficiencies, reduce waste, leverage technologies like artificial intelligence to improve environmental impact and to identify new sources. The enablers of technology will be incredibly important over the next five years, as oil and gas continues their great trajectory. The second component of this big shift is the connectors. And we're now seeing sensor technologies, connecting everything to everything. It is the Internet of Everything. And when everything across the supply chain and every valve and every instrument and everything that lives within oil and gas is connected, we will do a far better job of understanding how to improve efficiencies, how to reduce waste, and how to create more positive impacts on the environment. enabling technologies and connection architecture is an incredibly important part of oil and gas future. Lastly is new economic and value models. It used to be that most innovations occurred at the level of new product development. But today, the new innovations are primary Lee new economic models. Let's face it, Instagram didn't invent music. Netflix didn't invent movies. They invented new ways to deliver it that was convenient and friction free and beautiful. Those are where the great opportunities are for oil and gas. So there you have it. Those are the big three shifts, hyper consumerization, the enablers and the connectors and lastly The new value and economic models. Hope you enjoyed this brief primer on the impact of the C 19. Economy on oil and gas. Until next time,
You know, today I want to talk about, I guess what you could call the elephant in the room, the post COVID economy. I mean, now what, with vaccines rolling out quickly, and everyone's scrambling to try to figure out what the new future looks like. I think it's important to understand that there are many, many changes that will occur as a result of the C 19. economy. And I want to categorize them for you today in a way that makes them understandable and approachable. And, and most importantly, what I want to share with you is a way to make these changes actionable within your organization. So I call this the C 19. Economy because it really accelerated the rate of disruption. In other words, see 19 disrupted disruption. And what that really means is that it increased the speed and the size of change. It's really just that simple. We were already on a high level of acceleration in terms of the nature of change, societal changes, economic changes, emerging technologies, new connection architectures, new economic and value models, all of these things were happening at a very, very fast rate. In fact, these were unprecedented how quickly they were occurring. So what happened when c 19 hit us, it really sort of worked as a multiplier, it increased digitization of everything, it increased consumers pickiness and demands, it increased new innovations in the area of new economic and value models, right. And it also increased competition, meaning that they were maybe less money flowing, yet they were the same amount of people wanting access to that money, that revenue. Okay, so let's talk about the C 19. Economy and the three big shifts. There are three big shifts that really are your future. And if you can keep these in mind and your strategic planning process and the way in which you deploy your future ready strategies, I think these can really help you in a very, very big way. Now, before I go into the three big shifts, I want to make a very simple proclamation here. And that proclamation is that things are now different. I know that doesn't sound very profound. But let me say it again, things are now super different. So in a time of differentness, we have to be really careful not to double down on sameness. Now, unfortunately, in my management consulting practice, I see especially a lot of my large clients are really doubling down on their legacy view of the universe. Remember, you can't get anywhere, if you're focusing on sameness in a time of different nests. You can't serve your customers, you can't find new economic models, you can't deliver future readiness and scalable growth and profitability. It just is impossible. So if we're in a time of differnece, we know now or at least I hope you believe me that this is not a good time to focus on sameness. Then that means that we now have to focus on differentness. Oh yeah, there's another word for that. Innovation. We have to create new ways in which we serve our customers new ways in which we manage our financials stewardship, the way in which we operate the efficiencies of our enterprises, the way we gain access to technologies and products and production and everything, everything has changed. At a time of different notice. We need to commit and lean into innovation. Okay, let's talk about the three drivers of change the three big shifts. Here we go. Shift number one is what I call hyper consumerization. Consumers now have decided that they expect a lot more because there's a lot more people wanting their business.
And one of the biggest and anatomical features of the consumer demand the new hyper compute competition landscape is friction. customers do not want friction If your organization isn't involved in a friction elimination process right now, in my opinion, this should be priority one. How can we eliminate friction? How can we make it easier to do business with us? How can we eliminate processes and, and steps that customers have to go through to make t
Today, I'm going to talk about the tricks and the tips and the hacks and the best practices for managing remote teams. Now, the first thing we have to recognize is that managing remote teams is very different than managing captive teams. Now, it would be easy to believe that the exact same leadership principles and managerial principles apply, but the truth of the matter is, they really don't. So we have to begin from that trajectory of realizing that, you know, this is a very, very different discipline. So from that beginning, let's talk about those differences. You know, what are the key differences is that your team members are feeling isolated, they're feeling disconnected. Oftentimes, they're distracted, they have many things that are going against them that could adversely impact their quality of life, and also significantly, adversely impact their productivity, presenteeism, and output yield. So what we really want to do here is we want to make sure that we serve these amazing people who wake up every day to serve our mission. So I believe that any good leader should always begin the process from the perspective of looking at the quality of work life as the foundation for their leadership skills while managing remote workers. What do I mean by that? Look, if we want them to be productive, if we want them to serve our mission, if we want them to do the things we want team members to do? We first and foremost have to make sure they're okay. You know, it's not easy for many people to create what I call compartmentalization. And that's one of the first things I'd like you to think about. compartmentalization suggests that an employee is happy and productive to the extent that they compartmentalize work, and home. Now, there are two aspects to compartmentalization. One is the fact that they have to compartmentalize themselves physically, we know that we can have far more productive employees that are far more happy. If they can go to a physical space that feels like a workspace, that's a way from distraction, where they can really feel kind of emotionally that they are at work. The other thing that is important to this whole scenario is that in their physical space of compartmentalization that feels like an office, they also have to be in a psychic space. And that's why most of the successful workers that work from home, create environments that really look like a work environment. If you're working from your couch, you're probably not going to be very productive. And you're also going to always feel like you're at work yet, you're gonna feel like you're never at work, you're gonna feel like you're always at home, you're gonna feel like you're never at home, it's really important to create the visibility, through compartmentalization, both spatially and psychically. That's my first recommendation. Now, the other thing is, is that we want to really be able to increase engagement and the management of productivity and yield. Here's something that's interesting. And I've used this method with my consulting clients with tremendous, tremendous success is it turns out that your team wants really clear and crisp and very specific direction every single day, without it feeling like specific direction every single day. And in this presentation, I'm going to talk to you about the way in which we use sprints that are agile, that are fast, that are measurable, and they're really received well by your teams, we're gonna, we're gonna build out weekly sprints, because that's the way the best organizations are providing a beautiful experience for their teams, while also serving their enterprise goals of productivity and presenteeism.
You know, things are changing really quickly. And so many individuals are now working from home or working in some other remote environment. And you know, it's either good or bad, depending on how you manage your remote work life. Now, I've had the great opportunity to work as a management consultant. And as a CEO of several organizations, and much of that time over the last 30 years, I would work remotely because our corporate offices were located in another city. And I had four children and two dogs during that period of time. So I had to create a work life that was remote that was also productive, and you know, really a happy work life. And, you know, I made a lot of mistakes. In the beginning, one of the biggest mistakes I made is that it took me some time to manage the number one cardinal rule of working remotely. And that is compartmentalization. In other words, you really have to create both spatial spaces, spatial environments, to work, but you also have to create psychic spaces, meaning that you kind of have to feel like you're at work. And I know that may sound superficial, but the truth of the matter is, if we don't know how to feel like we're at work, then the way in which we approach work is very, very different. And usually defunct, for an example, I have people that I know that try to work from home from their iPad from their couch, it just never really works. Because you always feel like you're at home. And you always feel like you're at work, and you never feel like you're at home, and you never feel like you're at work. And it's incredibly stressful. So the first recommendation I would have when working remotely is master compartmentalization, both psychically and spatially. Go to a place that feels like work. Always work in that space. When you're home, never work in any area of your home. That is not a pre designated workspace. Now, again, I know this sounds superficial, but trust me, I've done I've done this for 30 years. And as a management consultant, I've worked with a top brands to help their teams do this better. So the first thing you have to do is get to that space, where you're really and truly, both physically and psychically divided. Now, there are four things that you really need to do to thrive and prosper as a remote worker. Number one is you need to learn how to manage, monitor and improve your quality of work life. Now, I'm going to say this emphatically and I say it in my certified remote worker training program is that you come first, your self care, your happiness comes first. Because you can never be a productive employee, you can never do the work that you need to do for your enterprise if you're not happy. And happiness requires, again, the divisibility of where you work and where you live. Right. So managing that quality work, life is important. There's some other things you should definitely factor in, you need to create both virtual slash digital, and physical external connectivity. Now, what I mean by that is, is that we humans are happy when we're social. And we really need to be able to collaborate with our team, our team members and our co workers in a way that is satisfying to us because we we love that we love to co create into Ida. So always schedule time to be able to collaborate with, with team members and co workers so that you feel like you're part of a collective effort, that social engagement is really, really important to your quality of life. Now, here's the other thing. One of the biggest pitfalls of working from home is that it's 1130. You've got a proposal Do you look up and it's now six o'clock, you didn't take lunch, you didn't take a break, you didn't really move. That's only something that you can do for a short period of time.
Hi, this is Nick Webb and welcome to another episode of the disruption podcast. Today, I'm going to talk about the skills based economy. You know, the skills based economy is actually a real thing. It's not a unicorn, it means that the economy is driven by particularity of skills, not by generality of skills. Yet, it's interesting. You know, I've served several years as an adjunct professor at a top medical school and one of the things I realized is that the traditional educational model is really based on delivering generality of skills. Even in something as granular as a particular course on something we still can't resist to add lots and lots of generality, ised skill can take a fraction of the time and be far, far more valuable to the student and to the company, or organization they serve. Let me give you an example. Recently, we were going to hire a project manager at one of my companies. So we took a look at the average price to hire a graduate, somebody that graduated with a bachelor's degree in LA County at the time, it was in this 60,000 range to hire somebody that had some expertise in project management with a four year investment. They thought, you know, that's probably not good enough. We want somebody that has real, real real skills around project management. So we decided we wanted to hire somebody that was a certified project manager. You take a look at Jeff, that job description and the average salary was $120,000, double the value of a four year college, yet that particular certification took on average about 18 months, half the time, twice the value. Let me say that again. In a skills based economy, you can take training that is possible to acquire in half or less the time with twice the financial value to you the employee. But wait, there's still more. The Enterprise also benefits significantly from the granularity of a skills based education. So there you go. The skills based economy says that if you have contemporary skills that meet the three P's of the skill based economy, you can make more money. Be more relevant to the organization you serve, and provide provable real value to the enterprise you serve. I think that's incredible. Now, I said there are three P's, to the skills based economy. Let's talk about that. The first one is what I call priority. Priority says disruption, market trends, the economy, all the complex variables that make up the ecosystem by which an organization lives determines what skills are most valuable. So the ecosystem, the economy, the marketplace, technologies in some cases, but it's all of these complex variables that says, hey, today, the overwhelming majority of ads are put in the form of Google advertising, not print advertising. So we're looking for a certified AdWords partner, somebody who has been trained by Google to know how to manage a Google AdWords campaign. Right so the technology change the direction of the educational priority. Or it may be that your organization uses a CRM like Salesforce and you need to be certified in Salesforce. The point is, is that sometime we hit priority to changes in technology and technology utilization. And other times it's driven by market changes. Were an example innovation certifications have become very popular because people need to learn how to identify new ways to deliver novelty In terms of internal and external innovations. So when you see the overall first p, it's about the priority that's driven by the complexity of the marketplace.
Hi, this is Nick Webb and welcome to another episode of the disruption podcast. I'm really excited about today's podcast, I don't have a guest, but I wanted to share with you five principles that are really shaping the future of education. And these are important whether or not you are an educator or somebody who's looking to take your career, or your organization to another level. Things have changed in education in a very, very big way. It surprisingly, universities and other online programs really haven't seemed to sort of get it. And in this short podcast, I want to share with you what the best organizations are doing to help students learn skills that are targeted, that are relevant, and that really, ultimately provide mastery in a particular area. Now learn logic is a company I founded with the Express idea of taking the science of what I call the nano Pac technology, and apply it so that students can learn really, really complicated things really, really fast. In a way that doesn't seem too painful. Also, it allows them to be able to really understand the hacks and tricks and the tips and the things that the superstars are doing in order to lead a particular area. You know, it's interesting that as much as two thirds of the information that's delivered in most educational programs is a complete and total waste of time. And I can tell you as a best selling author, if I were to write a pamphlet that was 30 pages of a summary of one of my books. I mean, I could never sell it for 2995. Right, my publisher could never get top dollar for it if it was just 30 pages. So what authors do, and what do publishers do, they have a minimum page count. Because we write, by the pound, we write, by the pound, we have a value perception, perception of quantity. And that's what creates a lot of problems. When you take a look at an average lecture, if you really listen to the lecture, they could have told you what they just talked about in about 10 minutes. Why didn't they? Why didn't they give me 75% of my life back? That's what we should be doing in education. But wait a minute, what happens if we pull away all those non meat fillers? Are we reducing the quality of the of the content? No turns out that we actually can increase the student's ability to retain the content if we remove the white noise and the wasted hypotheticals and theorems and concepts and historical perspectives. We're in a skills based economy. The skills based economy is where we teach people to do skills at a master level. And that's the logical way to learn. And that's what this podcast and for that matter, my company learn logic. That's what we're all about. So here are the five things that we do, and the best organizations do when attempting to deliver amazing curriculum to students. Number one is it's about granularity. Not in generality. I don't care if my dentist is a good golfer. I don't care if my dentist is familiar with post reconstructive history. I only care if my dentist knows dentistry. Yet the overwhelming majority of education that dentists gets have nothing to do with dentistry. We're changing that. We're beginning to develop high degrees of relevancy and granularity so that we can take the focus away from irrelevancy and make it granular and specific to what we want a student to learn. I mean, duh, right. The second component of the five components of the logical way to learn is content density. If we remove the amount of time that we want students to suffer through learning, but it's important that we give them content that is highly dense. In other words, we do have a little bit of a caveat when we decide to offer are students by not making them wait through long, horrible lectures. The challenge that we have is we've got to make sure in the time that we do have students that the content is very, very dense that has lots of great stuff that they can use. The third component to the science of education today is speed.
Hi this is Nick Webb and welcome to the Nick Webb show. We're gonna talk today with Dr. Murray. Dr. Murray is a colleague of mine at Western University of Health Sciences. And I've always admired his expertise as an educator and as an education technologist and really is always kept up on you know, what are students looking for today? What is the future of education? And first, why don't we start out by maybe give me a little bit more of your background, Mary, and then we'll we'll go into what the changes are in education, what we need to do about it.
Sure. Thank you, Annika, thank you for the opportunity to discuss this absolutely critical topic and very, very apropos, given the times that we live in. So I have two master's degree and one doctoral degree. And I think I have the I've had the opportunity to really see the evolution of education, because my three degrees have been through several decades. And just to give an example, my very first master's degree, I used the state of the art, IBM Selectric typewriter to type my first master's degree, my second master's degree, which was done using a word processor, which was back in those days, the top notch tool that you use to write papers. And my doctoral degree, obviously was, you know, is using, you know, high tech technology and digital resources and digital library. So through my journey, I've really seen how much education has changed.
So yeah, I can, you know, certainly the way in which we can deliver technology, or that is information to students using technologies is really incredible. And it's really brought on this new concept of what we now call a synchronous training, or a synchronous education, where the old days, you had to show up to a lecture hall, listen to a professor rant for an hour, and then you would go to your next lecture hall. But today, we can deliver these programs asynchronously. In other words, when a student wants them, and they can take as much of the courses they want at any given setting. I mean, I think that's one really major breakthrough. Right?
Absolutely. And, like you said, earlier, Nick, is that the, the modality through which we've delivered the curriculum in the past, was 98%, through lectures. Now, through research, and through, you know, the looking at the outcomes of education, we found out actually that the lecture mode, in other words, the sage on the stage approach, right, really not that effective. So we effectively migrated out of that modality of teaching. And so now we are leveraging technology to really deliver much better reunion experience today.
Well, you know, as you know, I am really excited about one of my new businesses learn logic, and we've been working on this project for many, many years. And one of the things that we realized is that first of all students want value, they won't they, you know, they really want to be able to turn their investment of time and money into something that has a monetary return. They also want to eliminate friction. They want to increase speed, and certainly they want to increase relevancy. So I mean, even at since you and I both work at a medical school, I mean, we're even seeing that with our medical students now. Right?
Absolutely. And you know, there is one static one or one statistics that actually was very scary and sad to read. And that's the fact that 18% of the low wage workers these are like minimum minimum wage workers have a bachelor's degree. That is telling us that the value of education as it's tense today, needs to be changed because people with a college degree, still have not acquired the skills that would translate into job abilities of you. You know, professional abilities, which is why education really did today. And you mentioned this earlier needs to be transferred into a value based education.
In this first podcast, I'm going to do something that's incredibly brave. And that is describe innovation. You know, it's interesting in researching one of my first books nearly two decades ago, I was surprised to find that they were literally 1000s, of definitions of the word, innovation, you know, and certainly, if we can't find a universal description that's actionable, that provides real benefit, then we have a serious problem when it comes to innovation. Oh, yes. And we have a serious problem when it comes to innovation. And what I mean by that is that most organizations and most innovators fail, because they haven't really created a simple and actionable definition that transmutes ideas, and observations into something that has meaningful value to someone else. And you know, after all, that's really what innovation is all about. And I was even surprised to find that, when you take a look online and look at the top 10 definitions of innovations that actually came up in a search I just did before this podcast, it made me take pause. I mean, how many definitions is there for a I don't know, toaster? Probably one. So why do we have so many definitions of the word innovation, I think it really goes back to the fact that people try to make innovation plastic, it's the plasticity of the definition to fit their particular needs. I also find that organizations use the term innovation in a very gratuitous way. In other words, just about every organization has innovation in their mission statement, yet, most of these organizations are far from innovative. It's not just organizations that fail in defining innovation. It's also individuals, individual inventors, and designers and engineers. And the truth is, the majority of innovations are bad. In fact, according to the US Patent and Trademark Office, less than 1% of the patents that are filed, and that's about 3000 per week, ever reach any meaningful commercialization in the marketplace. Isn't that incredible. And I believe the genesis of innovation failure begins with an actionable definition for going to fix it that is. So in my recent book, The innovation mandate, I spent 40 years defining innovation, much of whiskey, which was from my own failed ideas. So here's what I believe is definition that you should consider. I believe that innovation is the creation of new value that serves your organization's mission. And customer.
Wow,
there's really five elements to this definition. The first one is creation, you have to make something, a new process, a new technology, a new software, a new approach, a new government, a new social order, a new community, a new whatever, it's the creation, we have to create something. The other thing that we have to do is we have to make sure that what we create is valuable. And that and from a perspective of technology, it has to be valuable to enough people for to constitute a meaningful marketplace. We also have to make sure that if we're doing this, that it ultimately serves the organization, if it's enterprise innovation, we're creating something for our company, our company needs to benefit from it. And sometimes these new things that we create in organizations aren't a product or a service, they're just a better way to serve our customer.
Hi, this is Nick Webb and welcome back to another episode of how we are going to fix healthcare. Today I want to talk about customization. Now in this video series, we talked about the incredible impact of gamification and game mechanics and the way in which we get patients to participate in wellness and health programs. Then we talked about the importance of social support systems and social engagement. In the last video, we talked about personification, meaning that we have to create great games that patients can win at and that they can lose out. And then we also have to connect that game to that player in order to get high degrees of transformative changes in their life.
Now, again, I know a lot of this stuff sounds manipulative, but we're trying to leverage basic behavioral psychology in a way to get patients to healthier state, when I lost 22 pounds, I had to create a game, right that I wanted to play. I had to have social engagement and social support and social accountability. I had to create games that were connected to me and my personality type. And in customization, this is where we make sure the game is on the right frequency. And by that I mean, Millennials are digital natives. They were raised with a smartphone in their hand. So for them, it's completely second nature to use apps as a way of engaging to these various gamified, socialized and personified platforms. But if grandpapa wants to participate in this and get his blood pressure down, he may need a phone call. That's right, there's a thing called telephones. And that's maybe the communication means that we need to have to call grandpa to see how he's doing in his compliance to this journey. Now, Baby Boomers and Gen Xers, they've become pretty much digital natives. I don't think any of us want to see our cell phone go away anytime soon. So we're oftentimes somewhere in the middle. For an example, I tend to like email over text, whereas my kids tend to like text or snapchats over email. So there's slight variations. But if we don't know the communication channel, we won't be able to gauge the we will be able to create the engagement strategy that is going to get them to comply to wellness and prevention.
So let's summarize. In this program, we've talked about the impact of gamification, and how it significantly improves the way in which we reduce fallout from compliance programs. There's been several studies already that are showing that when you gamify these solutions you get far better results. We talked about social engagement. We talked about personification. We talked about the customization of the channel in in this video. In the next video, I'm going to talk about something that's really important and that's understanding our patient's journey and connecting lifestyle change to that journey for the highest degree of compliance. Thanks so much for listening. I hope you watch all of the videos in this short video series so that you can get an idea about how to leverage gamification, social engagement, personification, customization and journey mapping to help your patients do much better.
Hi, this is Nick Webb and welcome to the video on gamification and game mechanics. And it's an incredible role in the way in which we're going to get patients to a healthier state. Now for some when we talk about using game mechanics to motivate a patient to comply with a wellness or preventative routine, it sounds manipulative in general. But the good news is, is that we can get 40, 50, 60% better compliance to a wellness routine, even to disease management, if we gamify it. So what is a game? Well, there's a lot of different ways in which we leverage games. I recently purchased a car that every once in a while pops up and gives me a bonus, telling me that I've saved eight miles per gallon by driving slower, right? So we know that when we have that kind of interaction when there is a pain associated with the cost of gas, there's a reward associated with saving money, that gamification changes my behavior. Right? So those are examples Las Vegas does this very successfully. In a Las Vegas casino, there are slot machines and the slot machines have trays, those trays have actually been acoustically engineered to be incredibly loud, why? They know that if you hear a slot machine being played, paying off in the casino, you're more inclined to have a sense of belief that you're going to get the jackpot. And of course, I could give many many examples of the impact of gamification.
Now, the caveat to gamification and using compliance game mechanics is that it also has to be specific to the type of motivators or what we call patient personas. So we have to connect the game. In other words, the things they play with the player, the patient type. When we do that, it is incredible. It is absolutely incredible. I used a range of apps in my weight loss journey that gave me daily stats on how my progress was going. And because I saw progress, it incentivized me to want to see more progress the next day. Charting and gauges and dashboards work really, really well in showing patients how to get to a healthy state. If you take a look at things like Fitbit. The success of the Fitbit is based on game mechanics. Oftentimes people will compete with friends on their iWatch competition for the right persona type is an incredibly powerful game. I got 8500 steps today and you only got 4500 steps a day. I win. That's a game people like because they like to win at games. So as you can see, these may sound like manipulative tools, but they work and they help patients get to a healthier state.
The other exciting part about gamification in healthcare is we can also use it as a way to drive disease management compliance, managing blood pressure and managing blood sugar for an example, gamification an important part of the future of getting patients to a healthier state. Now, stay tuned for the next video on the impact of social engagement on getting patients to a healthier state. Thanks for watching.
Hi, this is Nick Webb and welcome to the last video of what is actually six videos on how we actually affect behavioral change. This one is on journey mapping. Now journey mapping means that every day we wake up and we have a series of learned behaviors and and experiences, some of which push friction against us and they bounce us around in our daily life. And if we don't understand our patients journey every day, it's extremely hard for us to be able to architect a path forward that is going to affect positive change in their life. Right. For example, some of our patients may not have access to healthy food they may be living in a in a food desert where quality natural, real food is not even accessible to them. For an example, we may find that there are various parts of their day journey, their their map across their day that provides unusual levels of stressors that really need to be dealt with, for us to clear the decks and to give them the opportunity for optimal health.
So what I recommend to caregivers and what I recommend to patients, not as a physician, but as a lay person, I recommend that they really take a look at their day, you know, what are the things that you know, do you wake up and you immediately want to eat? And why do you feel like you have to eat immediately when you wake up? And why do you believe that two eggs and bacon and hash browns and toast is the right choice? Maybe there's another way to look at this? Can we start to look at the nuances of your daily behaviors so that we can start to change those from lunch to snacks to all of your entire day. Well, let's look at this let's look at mental health issues. Let's look at those stress sores. Let's look at access of quality. Food lists look at habitual behaviors that are very adverse to weight loss, I lost 22 pounds by really looking at all the things I talked about in this video and what I've learned from some of the greatest thought leaders in the world, we have to gamify weight loss and healthy lifestyles, we have to socialize it, we have to create personification. So we create solutions that are very specific for a patient type. We have to customize the engagement frequency and channel in order to make sure that we get the highest degrees of compliance. And lastly, and not leastly. We need to understand patients across their daily journey. And so I recommend working with patients to build out a daily journey map so we can talk about those behaviors and those stressors and those friction points to see how we might be able to clear some of those to get patients to a healthier state.
So there you go. These are the five massive discoveries I found to be because look, stop eating go exercise voila, you've lost weight. That's the easy part right. The hard part is how do I do it? How do I really do it? And and actually commit to that because it's hard. So the answer is you have to leverage gamification. You have to leverage social engagement. You have to leverage personification. You have to leverage customization, especially in communication channels, and you have to build journey maps to understand their daily journey. I know this sounds like a lot. We're going to cover all of this in the upcoming documentary, Fixing Healthcare. I hope that this was interesting and something that you can apply in your life as a patient or as a caregiver, you can apply in your practice to be able to engage those special people that trust us with their with their health every day. Thanks so much for watching.
Hi, this is Nick Webb and welcome to another part of our five part video on the way in which we're going to fix healthcare by getting people to a healthier state. Now, we talked about the impact of gamification. We talked about the impact of social engagement. In this short video I want to talk about personification.
You know, one of the things I've learned as a father of four kids is that every one of my kids were motivated by different things. My oldest daughter was very motivated by just simply doing the right thing. So if I asked her to do something, she would do it because she knew that her father had made a reasonable request and she was very much all about doing what was right. Now my son on the other hand, he required a little bit more interesting games. I had to be able to really, you know, associate his access to his cell phone or his car, if he wanted, if he didn't do the things that I'd asked him, so I had to play games, that he could lose that. And I also had to make sure that he could win. So again, when we think about getting patients to a healthier state, it's so important that we connect the game to the player. Now, if I were to try to use the same game that I did, that I used on my son very successfully on my daughter, it would be very stressful for her and frankly, it wouldn't have worked. And conversely, if I tried to ask my son to take out the trash just because it was the right thing to do. Well, I probably would be taking out the trash myself.
It's really important that we realize as we build out games, and as we build out social engagements, we have to understand and care enough about our patients to understand them at a level of ethnography, not just as a diagnostic node. Personification is the key to driving compliance. In the next video, I'm gonna talk about customization the way in which we leverage the connection and the communication channels in a very customized way to make sure that we're on the same frequency of our patients to drive higher degrees of compliance on weight loss and healthy lifestyles. Thanks for watching.
Hi, this is Nick Webb and welcome back to another episode of how we're going to fix healthcare. In this five part video, I talked about the importance of gamification and game mechanics. In other words, how it's going to impact the way in which we get people to a healthier state, and even to help them manage disease processes. In this short video, I want to talk about the importance of social engagement and, and the way in which we use social support systems to help people get healthier.
Now socialization or social engagement can be connected to things like tools like apps, but it can also be part of building a community. Many people that have iWatches or Fitbits. They're part of a community that allows them to really and truly participate with dialog and with collaboration across the community, they get support, and they get backup from their social community. So if we really want to lose weight, and we really want to be successful in a weight loss journey, we have to build a success system around us in the form of a social community. So, I'd like you to keep that in mind as you're thinking about the way in which you're developing your solutions. If you're a patient, ask yourself if I'm going to get healthy, what is my social systems like. In my 22 pound weight loss in three months, I had my wife as a very important support factor, where we talked about weight loss, she helped me make good choices helped me avoid bad choices. And it was that social connection between people that cared and supported my journey that really made all the difference in the world. So gamification and social engagement, incredibly important.
Now in the next video we're going to talk about personification and how personification can be used to identify the right types of motivators to make sure that we're connecting the right game to the right player so we can get patients to a healthier state. Thanks for watching.
Hi, this is Nick Webb and welcome to another episode of Fixing Healthcare. You know, I'm so excited about what I'm learning from the most incredible thought leaders in the world as we're filming the film, Fixing Healthcare. Also in the research from my upcoming book, The Healthcare Mandate, I was able to discover some really, really interesting things that I'd like to share with you here today.
Now, first of all, let me tell you a little personal story. When I started the process of filming this film, I realized that I was a complete and total hypocrite. I was talking about the importance of being an optimal health yet, I was 20 pounds overweight, and then it hit me I needed to lose weight. In fact, I started to move into a level of pre hypertension. I felt sluggish and really began to feel unhealthy. So I decided I was going to do it. And it was hard. Oh yeah. And then I tried it again and it failed. And it was hard and they tried to get it failed and was hard. And I kept trying it. And it failed. And it was hard, until I started to really apply the principles and the science behind weight loss. That really made me realize what we need to do if we're going to fix healthcare. The good news is I lost over 22 pounds in three months, I've never felt better and now a healthy lifestyle is part of my daily routine.
Now, here are the five things that I want to talk about that is necessary to change the states of the patient populations health. Now remember, 60, 70, 80%, depending whose numbers you use of all costs associated with health care is self inflicted chronic disease. In other words, for the most part, most healthcare costs really are about patients eating their way into chronic disease. Now smoking, drinking, sedentary lifestyle and other aspects of the lifestyle definitely do impact it, but none as big as weight in general. So how do we get people to a healthy state? Now we're going to talk about this in the film, we have some amazing case examples, with some great evidence that this stuff really works.
So here are the five things. Number one, we have to use gamification, or healthcare game mechanics, to engage patients in a way to incentivize them to want to play the game of healthy life. And we'll talk about that in detail. The other one is social engagement in social communities around the support systems necessary to drive weight loss and health. Thirdly, is personification. We're not dealing with a monolithic patient, we're dealing with the patient across a range of motivator personas, meaning that thing does motivate me is different than somebody else for an example, some people are motivated to lose weight because of its cosmesis. Its physical impact. In other words, they want to look better. There are some people that are motivated to lose weight because they want to live long enough to see their grandchildren. And so you can't apply one game to all patients because it doesn't work, you have to apply the right game, to the right persona. When you do that really cool things happen. The other thing is customization, the way in which people like to engage these tools. Are they a millennial that's used to using a phone for all things engagement, or do they need to somebody to pick up a phone and call them? Are they how do they like to be engaged? What is the custom way in which we can connect these tools to that patient? And then lastly, but not leastly, how do we leverage patient journey mapping to really understand their journey throughout the day so that we can intervene in a way that has been The highest degree of compliance. That's what it's all about. That's what I did to lose 22 pounds. And it turns out from my research, these are the kinds of things that really, really work.
Hi and welcome back to another episode in my five part series on the future of telemedicine. What I want to talk to you about today is the first of the big shifts and one of them is consumerization or what some refer to as hyper consumerization. What is it you ask? You know, look at the end of the day patients are engaging digital platforms all day long then include audio and video from FaceTime to Snapchat, and the list goes on and on. And they have become extremely sophisticated in using digitally connected devices. And they don't just want to be able to have a two way dialogue. They want to have a great experience.
So what we're going to have to do to address consumerization in telemedicine in the short run is that we have to train caregivers to do a far better job of not just delivering good clinical care, but also delivering good experiences. Now, I know that this is indignant to some caregivers, I, after all, am a learned physician and I'm not a Nordstrom shoe salesman. But look if we want them to trust us, if we want to be able to have true, rich interrogatives with patients that allow us to get the insights that we need. Through these clinical consults, we have to be able to understand how to break the bizarre digital barrier of telemedicine. Now, in my work as a professional speaker, I've had to completely change the way in which I deliver presentations using the weirdness of this platform. Turns out the caregivers need to do the same. They need to understand its limitations, but also to understand its potential super power. When we understand the uniqueness of how to engage patients in this format, beautiful things happen. Patients enjoy the experience, caregivers get better insights.
And you know what else is really important? We're beginning to discover that when we focus on a good consumer experience, and forgive me, yes, I'm calling the patient a customer, we find that they they are far more likely to follow treatment guidelines, pharmacological regiments, post procedural regiments, in other words, they become more compliant patients. And that's important if we want them to enjoy the benefits of the console in the first place. We want them to get better. So consumerization is big, it will start with training. Now, here's another thing to realize about consumerization. The success of clinics and hospitals will be absolutely based on their willingness to teach their caregivers how to deliver a great experience in this platform. Why you ask? Because of ratings, every telemedicine platform in the future will have a five star rating system where patients will be able to rate the experience at the end of the console. Many do this now, of course right now. And what does that mean is it means that your reputation your digital online reputation is based not on your clinical skills. It is based on your ability to deliver a predictably beautiful patient experience.
So that's consumerism. And consumerism is going to require new training new tools, new environments, and new ways to make certain that we develop strategies that do two very important things. Number one is that we need to realize that we serve patients not based on how they pay for us, not based on their age demographics or any other demographics. We serve a group of patients based on what we now call hate love personas. And that means what does this patient love? What does this patient hate? When we can understand them based on hate love personas, then we can customize our engagements. So in addition to patient personification, we also have to realize that our patients are experiencing us through a digital journey. That's what Google calls micro mobile moments. And that means that how long does it take for them to to get on it to a telemedicine console? How long do they have to wait? How much friction do they have to experience before they meet with you in the first place?
You know I'm so excited to share with you some ideas about the amazing future of telemedicine. Now, I know what you're probably thinking, Wait a minute telemedicine? New? It's been around for 20 years. Is there a future for something as lame as telemedicine? Well, the answer is absolutely, yes. You know, what's exciting is the C19 economy has enabled telemedicine innovation. I'll give an example. In our upcoming film Fixing Healthcare. We've had the great honor of being able to interview some of the best health systems in the country. And in some cases they've gone from zero telemedicine consults to now they're doing 3500 telemedicine consults every day. In other words, they went from zero to 3500 hundred in a matter of weeks, not years, and they've learned a lot. And I want to share with you what they've learned and what I've learned correspondingly, and what I believe the key four trends are in the future of telemedicine.
Alright, so let's get started. Number one, it is consumerized. Telemedicine will be consumerized. We're going to improve the experience. It'll go beyond the human talking heads exchanging a dialogue to one that is rich and beautiful. There will also be always a rating system. So at the end of every telemedicine consult, there'll be a five star review process where that patient gets to review you, the caregiver. Now we've already seen this in play and what we're finding is, is that there is some behavioral plasticity, if you will, in terms of caregivers, the actual patients are changing the behavior of the doctors by rating them. And what the doctors are realizing is that unfortunately, patients have a hard time understanding the difference between good and bad clinical care. They don't understand clinical efficacy. But they do know this. They do know what a good experience looks like, and they will rate you based on that experience. Now, look, it's not as superficial as it may sound, having a good experience with a patient increases your ability to build trust, so that that patient will share information with you that is critical to an accurate diagnosis.
The other thing that's important is that patients that trust you and have a really good engagement with you. Those patients will also be more compliant from post-procedural to pharmacological, to regimen compliance so we can get them to do the things that we want them to do for their betterment. And we can also make the experience more beautiful. The future of healthcare will be consumerized. And by the way, as a result of that, we're building out comprehensive training programs for hospitals and caregivers to show them how do we create engagements that optimize the clinical dialogue while also improving the human experience? You know, none of us are trained in this two dimensional weirdness that is telemedicine. So we have to understand what is unique about it and how can we optimize it.
Now, the second trend is that it will be humanized. Meaning that we're going to understand patients at a level of their persona their behavioral personas, we will understand them across the patient journey. And we will deliver blended experiences, experiences in digital formats that marry up with and work in tangent with physical clinical experiences, we will humanize telemedicine.
The third thing is that it will be incredibly technologically enabled. For an example, we're working in our lab on head AI. We're actually looking at the digital signal coming from a telemedicine consult screen, where we're looking at head movement, head bob, vibration, stare, all kinds of different things that we can look at using optical sensors to understand what it might mean from a perspective of neural pathology, stress, sleep, and all kinds of other potential diagnostics.
Hi, this is Nick Webb and welcome back to the final of my five quick videos on fixing healthcare by reestablishing the amazing relationship between a caregiver, a doctor and a patient. That relationship has to be reestablished before we can fix healthcare. Yes, we have technologies. Yes, we have the economic aspects. Yes, we have all of these other complex variables, but without that essence that that relationship between the doctor and the patient, we're never going to be able to fix healthcare.
So in this series, I talked about four things that have to happen immediately. Number one, I talked about time, you know, believe it or not, there are there are consultants that are crawling around the country, providing consulting services that we call patient movement analysis. Or patient throughput analysis and optimization. And these are fancy consulting terms, meaning how many patients can we shove on this conveyor belt and get them through your clinic so you can make the most money that's actually happening. So we have to give caregivers time, we have to give them time. patients want to talk to their doctor, they have questions, they have concerns, this is their life. This is their health. And doctors want to know their patients, not as a biological node that they transact by providing prescriptions. They want to know their patients from a perspective of ethnography. How do they live? What is their current mental state? What are the stressors? What's their economic situation? What are some of the things that is impacting this human in their journey here in life that is ultimately resulting in the causality of disease and illness? Because if we don't understand that we can't really have the essence of what we need for prevention. So we need to have time. We need to buy back time for patients and doctors. We have to bring back the time. Nobody talks about this. But you can't have a thoughtful, meaningful relationship. In a minute and a half or two minutes. You're overweight, you're hypertensive. Here's your prescription. Thanks for coming. 10,000 of those are happening right now, across the country as we speak. And it's not the doctors fault. The doctor is disincentivized to spend time with the patient. The doctor is economically disincentivized for prevention. But ironically, many caregivers are incentivized to do surgery on that patient or to do a treatment on that patient. And they're incentivized just to write script just to get them out. Because they have to comply with patient throughput. It's horrible. It's horrible, but it's real. Got to get patients and doctors time again.
The other thing that we need to do is we need to get far better data. And in order to get better data, we're going to be using continuous patient monitoring. sounds scary. I know most people think it's Orwellian. But the truth of the matter is, it will have an amazing impact keeping people happy and healthy. And well, it really will.
The third thing we have to do is we have to give doctors two types of resources. We have to give them training resources on prevention and wellness, and to really help them understand how to use new tools to focus on wellness and prevention over gratuitous intervention. And then the other thing that we need to do in the area of resources is that we have to train them, we have to train them and we have to give them the tools, training and tools are the two resources that doctors need today. I work at one of the largest medical schools in the country. And I can tell you that, you know, historically we have not done much in the way of teaching nutrition and prevention and wellness. But luckily because of the great work of our medical school, we are actually focusing on all kinds of modalities from integrated health to prevention, wellness, anticipation, predictive analytics, new telemedicine solutions, and the list goes on and on.
Hi, this is Nick Webb and welcome back to another episode of fixing healthcare. This is video number four in my five part series on how we reestablish the important relationship between the doctor and the patient. Now in my first module, I talked about time, there is no way in the world that we can fix healthcare without giving doctors and patients more time. As I mentioned in that module, believe it or not, there are consultants traveling around the country, helping hospitals and clinics do what we now call patient throughput optimization. What is that you ask? It means shoving more patients through a clinic every day. Why is that good? doctors offices, clinics and hospital they make money seeing patients the more patients they see, the more money they make. Why is it bad? Doctors cannot have a meaningful, impactful, especially preventative dialogue with a patient without more time. So we're going to need to fix that through changing the economic incentives and the focus of these consoles.
The second thing I talked about in my last program was the importance of data. Unfortunately, the average caregiver is data starved. They're looking in your ear with an otoscope. They're taking blood pressure, which is oftentimes falsely elevated because of the white coat syndrome. We also have problems with just fractional data from listening to the chest with an acoustic telescope, our stethoscope, so we don't really have the right instrumentation and the information we get is very cursory. It's just a moment in time so that we know that in order to ultimately fix the data starvation that we have in healthcare, we are going to have to move towards continuous patient monitoring. A lot of people are afraid of that concept, it'll be the best thing that ever happened to individuals because we're going to save, and I'm not exaggerating millions of lives by using continuous sensors to monitor all of the vitals of a person so that the artificial machine can look at those disparate data signals to find potential problems so that they can notify your doctor before becomes deadly or become before treatment options start to fall off the table, which will be even more common. In fact, one of the major common causes of a severe cardiovascular condition is death. That's the symptom. So the key is to know what's going on before you get that troubling symptom. Right.
So in this module, I want to talk about the resources that patients and doctors need in order to be able to fix healthcare. Now, there are two hemispheres to these resources. One hemisphere is wellness and prevention tools. The other is training. So there's tools and training resources that are needed in order for us to fix healthcare. Now I work at one of the largest medical schools in the country. And I can tell you that historically, there's been very little emphasis a matter of hours of training on nutrition and prevention. And that's unfortunate because that, of course, is where the greatest opportunity is. So we're going to now today through CME programs and through new programs, like our university has the physician of the future program, we're going to bring these new tools and these wellness and preventional modalities to our students to help them leave their medical training with the knowledge to be a wellness practitioner, a health practitioner, rather than just a person that transacts interventions. We can't just transact interventions, that is a beautiful thing. So tools and training are going to be key.
Hi, this is Nick Webb and welcome back to another episode of Fixing Healthcare. This is module number three in my five module program and we are talking about how can we improve healthcare, fix healthcare by reestablishing the competency of that amazing relationship between doctors and patients. Now, in the last module, I talked about time we need to give doctors and caregivers the time they need to be able to have for the caregiver to understand that patient at an emotive and an ethnographic level. In other words, understanding the patient beyond them as a, a set of biological data points and rather than it being a transaction, it has to be a relationship and relationships require time. So doctors need more time with their patients because they need to understand the patients. What is their mental health issues? How can I prescribe solutions that are going to be compliant for this patient? What are the kinds of environmental and social and economic situations are occurring in this patient's life that are causing some of the manifestations of their condition? Understanding them at that level allows us to intervene not automatically through a prescription, but through an improved and permanent change in their lifestyle.
Now, the problem is, is that there are consultants out there that are doing patient throughput analysis, that are showing hospitals and clinics how to significantly increase the amount of patients that go through the conveyor belt of a clinic. What does that ultimately mean? That means that the patients have very little time with a doctor so a patient comes to a doctor. They're 30 pounds overweight, they're hypertensive. They have a horrible lipid profile. They have other conditions, other comorbidities. And so what does the doctor do today they write him a prescription for statin drug and get them out because the conveyor belt is still moving. We need to change that. We need to give doctors instead of prescription default scenarios, we need to give them resources, wellness resources, prevention, resources and training resources to focus on keeping that patient healthy, rather than reactively treating that patient for disease.
So we talked about time before. Today we're going to talk about data. Now, this is exciting for me, because where we are ultimately going we're going to see this over the next three to five years. The COVID-19 was very, very instrumental in weaponizing rapid innovation towards the movement of continuous patient monitoring. But before I continue, I know there's a lot of people that worry when they hear continuous patient monitoring. Isn't this part of the conspiracy, the so called surveillance economy to sell me stuff? Look, I can remember 30 years ago when they were saying that Amazon was going to be a guaranteed failure because nobody in their right mind would ever put a credit card on the internet. And guess what? It worked out for Amazon, people realized that the risk of exposing their credit card number, in contrast to the benefits of Amazon, that the benefits outweighed the risk. Right? And the risk has been extremely minimal. Same thing is true. Nobody cares about your medical condition. Nobody wants to monitor it. And we're going to use blockchain and other technologies. I know this sounds coarse, but that's the truth. We are going to be able to protect your data, no problem.
The bigger concern is what are you going to do to protect your life? Because continuous patient monitoring can take dozens and dozens of bio signals, it can send it to an artificial machine. These are already in development. I have several patents on these technologies myself, and the learning machine can take, do the heavy lifting the grunt work, if you will, of looking at all of your vital signs, always every day.
Welcome back to my five module series on fixing healthcare specific to the doctor patient relationship. Now I put together these five videos as a compartmentalised group of videos because I really want to talk about the importance of the doctor patient relationship. This is really, really important because at the core, we need to be able to have that relationship, re-established. Now, as I mentioned in the previous video, believe it or not in America today, there are consultants roaming around the country, helping hospitals and clinics, increase patient flow. In fact, they call it 'patient flow analysis' or 'patient throughput analysis and optimization'. Now, these are consulting terms that talks in very simple terms about how can we see a whole bunch of patients really quick today, how can we shove more patients through the assembly line? That's what this is about. In fact, believe it or not, these systems are borrowing methods from McDonald's and other fast serve restaurants to figure out how we reduce time movement. How do we get them in and get them out? It's unbelievable.
If we want to fix healthcare, we don't try to see more sick people every day. We try to give the doctor the time necessary to have a consultative human relationship with a patient. Now here's what's here's, here's why time is so important. The doctor needs to know the patient's a little more about the patient as a human, not just as a diagnostic node. So you know, what's your socio economic situation? How's your family life? What's your current state of stress? Tell me more about you. I want to know you as a person, not as a biological system that I intervene with drugs. I wanna know about you as a person. I want to know about how you live, because if I can understand that, I can do two incredible things.
One is I can help move you towards a healthier state by encouraging you to participate in preventive modalities of care, rather than disease management. Time is irreplaceable. It's it's not possible to be clinically efficacious when we are creating assembly lines and putting through as many patients as we possibly can. So if we're going to fix healthcare, we've got to give them time. So we have to know them at a emotive level at a level of what we call ethnography, meaning understanding how they live in their communities, and what are the other cause factors that are impacting their current state of health. That's important.
Now, the second reason why doctors need time is they need to be able to provide consultation, giving them advice about how to comply with some new tools. Now later, I'll talk about some of the tools that are going to be necessary in order to fix healthcare. But we have to give time back now this isn't talked about much. We all you know, but but most patients feel like you know, I would have liked to feel like I wasn't, you know, the guy wasn't looking at his watch the whole time. I would like to feel like this wasn't some transaction. I want to feel like they did in the old days. In my book The Healthcare Mandate I talked about Dr. Mandy Michelson from Bellevue, Iowa, and and how he would really understand his patients and his house calls. And because of that, knowing he was able to really, really positively impact his patients lives.
We need to know the patient so that we can understand some of the causes of disease processes. We need to know them because we need to know how we can motivate them to comply to prevention and wellness, and in some cases, disease management. But again, the second reason is the doctor needs to consult with the patient. Hey, listen, here's the thing. Right now you're 35 pounds overweight, and I know it sounds hard to imagine that that weight can be lost. Now, don't get me wrong, there's pain associated with it. But I want to give you some resources I want I want you to download an app.
You know, what I'd like to share with you today is four things that doctors and patients need if we're going to fix healthcare. Now, this is a five part series. There's this introduction to what we're going to talk about. And then I'm gonna go into these four areas in some detail. Now these four things are absolutely going to be critical if we want to fix healthcare. And really the best way to look at it is that the genesis the real core of what we need to do to fix healthcare, is to reestablish the competency of the amazing relationships that doctors have with their patients. Not just friendly relationships, but thoughtful relationships where doctors can understand their patients, not as a diagnostic node, but from the perspective of ethnography.
Understanding them at the core of who they are, how they live, what are the psychological and mental health issues? What is their economic situation? What are the other cause factors that impact their ability to comply with wellness and health, and to really do a better job of managing their diseases in the case of disease management. We really have to realize that there is four things that have to happen to reestablish the relationship between the doctor and the patient. Now, this is going to sound shocking, and some people may already know this, but to me it's really shocking is that as a management consultant that works across the entire healthcare ecosystem, I can tell you that there is a new body of work right now that is called patient throughput or patient flow. Now, believe it or not, these methodologies are actually using the systems that they use in restaurants drive through restaurants, you know, In and Out Burger, McDonald's, name your restaurant to get customers through quickly. So we're actually McDonaldizing, literally, the way in which we get patients through a clinic.
So the goal with these new systems is give the patient and the doctor the least amount of time so that we can see the most amount of patients. Now at some level, you would say, wow, that's great. We want to see lots of patients. But what it does is it creates the prescription default mechanism. You come in you got a chronic disease, the chronic disease could be solved your weight loss and through lifestyle, management but you don't have time to have that discussion. So you write a prescription. That is happening as we speak in 10s of thousands of clinics around the country. That's unfortunate. So in this series, I'm going to talk about the need to reestablish time. The old fashioned commodity of time is critical to reestablishing the relationship between the doctor and the patient. Now, here's the other problem, and it's really, really big. And again, in this five part series, I'll go into it in much more detail.
Doctors need more data. You know, oftentimes, a patient will come into a clinic and they'll look in their ear with an otoscope. They'll listen to their chest for obvious acoustic reads on hearts and respiratory functions. They'll get a blood pressure and they'll get body temperature. That's not a lot of information. And we already know that things like blood pressure is impacted by what we call the white coat syndrome where patients are nervous, their blood pressure goes up. So is it a psychological impact onto their blood pressure or is it a physiological impact? So one of the biggest problems that patients and doctors have is that during that relationship during that dialogue, there's not nearly enough data. We're going to talk in this series about how we fix that. The other issue is resources. Now resources really have two components to them. One part of the resources is tools. The other part of the resource is training. So from a tools perspective, doctors need easy to explain and deploy resources primarily in the areas of mental health, weight loss, stress, stress management, they have very few tools.