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Responsible Transparency in Healthcare

Accountability is a Necessity, and “Transparency” is the Virtue!


Originally Published by Illumination Curated on Medium

Photo by Kyle Sudu on Unsplash

We can all concede to the preceding statement. Furthermore- concerning transparency, in particular, we can also find both buzzwords within the context of our day-to-day oratory conversations. But then again, transparency and accountability are two crucial elements of any action. However, when it comes to healthcare, more so the clinical practice, its significance becomes even more apparent. Yet, ensuring transparency and maintaining accountability barren of prejudice is a phenomenon; easier said than done.

We are living in a time of life when everyone has admission to the best fact-checking tool, the internet. Nevertheless, the irony is that we’re all speaking about the need for transparency. Indeed, transparency remains to be nothing but a lingo in now’s culture. A few examples we frequently encounter include government “sunshine laws” openness, transparency in politics concerning sources of campaign donations, clarity in finance, Securities and exchange commission regulations, and transparency in relationships.

One of the most common topics of our epoch is around the kind of transparency that also pertains to healthcare, particularly of those applicable to hospital charges intended for patient care. The end positive step holds accurate in the right direction; however, it will only be another catchword if transparency doesn’t produce end-to-end intelligibility. To an equal extent, what would accountability be good for if it doesn’t stem from utilizing relevant transparency? Or- what is the benefit of accountability and transparency if they are not applied sweepingly.

Slang and the fragmented approach merely offer limited solutions and promote false promises to the patients, physicians, healthcare providers, and stakeholders.

Transparency is a good deed, especially in Healthcare

Healthcare, just like any other industry in the world, necessitates engaging public relations, hiring employees, appealing to investors, and staying compliant. The end is while trying to deliver top-notch service to patients. Hence, Within the spectrum of those initiatives, and applications, transparency is a good thing to have!

For instance, from a public relations perspective, transparency is merely a plus. On the other hand, a medical practice that is forthcoming with journalists and the populace deserves to be appreciated.

Transparency entices quality prospects and discourages the churning of employees. In the event, information about particular employers is hard to obtain. The candidate may opt to interview with an adversary instead. And Once employed, those employees who have admission to robust leadership through an open-door policy will feel respected and heard. Hence, a transparent system in place will have better confidence in their employer, which is typically two-way once it comes to employers/employee trust.

Transparency puts your healthcare system and medical startups in a favorable spot with investors. Therefore, It is also rational to assume; If one is contemplating investing in a company, it would be naive to invest in one withheld info. Generally speaking, a limited transparency company may present itself as trying to obscure something, even if that is in realism unsubstantiated.

Transparency can maintain a medical practice and healthcare system compliant; this keeps everyone in the network honest.
In the healthcare industry, there is a continual tug of war between the want for information transparency and the patient’s right to confidentiality.

Another perfect example of the battle between transparency and privacy is the European Union’s General Data Protection Regulation (GDPR) of 2016. Under the GDPR, transparency compels that any information dealt with to the public or the data must be concise, effortlessly available, and simple to understand. All data must also be clear and written in everyday language, while it is also appropriate and visual. GDRP helps patients to make appropriate health decisions. The GDRP comprises the concept of health literacy, which refers to an individual’s control to collect, process, understand basic health facts and services. So the act of being crystal clear not only includes what someone is sharing with the public but also how that person or entity is sharing that particular data. The said phenomenon is not what we witness today concerning pharmaceutical industries, Pharmacy benefit managers, and the insurance industry.

All in all, transparency is the right thing to do, beyond just the regulatory provisions. It is merely the right way to practice medicine, as long as the established transparency does not jeopardize a company’s proprietary interests. Being transparent will go a long way to creating trust and a thriving overall healthcare system.

Transparency is about Organization-wide access to Information, Processes, and Strategies

Transparency embraces actions that demand openness and let others access information that is crucial to a particular operation or task. Although it is hard to disagree, the irony is that most people and entities alike are commonly reluctant to share such knowledge without hesitation.

Transparency is valuable because it pertains to the organization-wide admittance to information, methods, and approaches that allow an operator to act creatively and independently on behalf of the organization. Despite the prevailing beliefs, transparency and engagement are two different things. Still, they are closely correlated, as one can hardly engage parties without ensuring some form of transparency.

The Healthcare System is far from being Transparent

Let’s look at the healthcare process within the dominion of the pharmaceutical and the insurance industry, with the patients, physicians, stakeholders, and every business in between.

When we say the transparency of prices related to clinics and hospitals, we end up seeing only one portion of the puzzle.

Patients are now aware that healthcare costs are very high; they know that prices are over-inflated, accounting for the profit margin. Patients are also mindful of the middlemen and 3rd party entities that interrupt the continuous delivery of healthcare by trying to benefit from the patient to the max. An on top of the whole thing also count in corruption and politics.

Transparency is evading the Healthcare System

Anytime a policy is conceded, it is made up to address a problem and develop a solution based on the discoveries. We must execute a precise plan of action based on reevaluation and emphasis on transparency.

We can convey transparency first through an extended chain of the process from the initial stage to the end and make it more precise with a long trail of the audit structure.

Everything that we see and hear is an empty, duplicitous approach to significant issues presented to the patients through a tiny hole in the wall of a dark room. Patients and doctors alike are in the dark, with the conveyed transparency being nothing more than a brilliant tunnel vision in the path of a hospital. The concept lacks ground without a scientific approach to problem-solving and cannot come up with a solution.

Exactly how much Transparency is the Most Beneficial?

Transparency is unarguably a must, yet every person defines how much clarity and information sharing is acceptable. Some believe transparency must be just the right amount appropriate for a particular task. But, transparency, on the other hand, is not a scale, meaning- Some clarity is frequently more harmful than no transparency at all. In other words, poor knowledge is incomplete knowledge. And halfway done, clarity is not good.

Transparency is powerful, but it is irreversible, without a tremendous expense to the confidence and engagement of the participants.

Not Everyone likes Transparency, particularly Leaders and Managers

Transparency is not straightforward, as It contends systems into the awkward territory. When everyone in a team has access to the same information, it burdens many more decisions for the leaders and managers. For some, it is an opportunity to mentor, teach, connect, and continually improve both themselves and their members. For the rest, being transparent is interference by others and an infringement on their territory. Transparency begets a domino effect into many expanses past the various implications.

Accountability is the contrast separating Success from Failure

Accountability is about accepting responsibility, as any successful leadership involves a distinct culture adept in a particular environment. That is why a culture of accountability starts within individual leaders.

There is a need to model the behaviors that we want to see in an organization. The accountability within a system starts with the responsibility of the front-runner. As a leader, You’re responsible for any downfalls, as well as any successes that your organization may possess.

Also, accountability is not a one-time fad, as people who try to be immune from being accountable are at all times looking for any opportunities to buy out of it. Hence, a person needs attention as being responsible at all times.

Accountability applies to one and all!

When one sees to hold people accountable, they cannot play favorites and let it slide with some people.

One can not delegate accountability cannot, as it is ratified for that person to feel accountable and have them take a tenancy. The best way to get people to admit culpability is to set them up to be profitable. No one will take ownership and show accountability for something that they know or believe will fail.

When people don’t put up with responsibility, things start to go wrong. Or, if they don’t comprehend the ownership, they verve into observer mode and let everything fall apart. Even worse, If they thought it would cease to function from the outset. The latter is the so-called;” I told you so mode,” which invariably evolves a self-fulfilling intuition.

All in all, we have to hold every player accountable beyond just eloquence and then permit them to it. Yes, it may toil for some, but not for all.

Accountability lets all stakeholders acknowledge that they will be held culpable for their activities. It must apply to the person before it applies at all times and to everybody. Doing that will aid create a culture of accountability where the organization will hold itself and others responsible. The conclusion will have an enormous impact on performance and results.

Pitfalls associated with the Lack of Accountability and Whence to Fix Them

Lack of accountability often derives from incompetent leadership habits and mindsets. Excellent management acknowledges that positive accountability builds a culture of credence, commitment, and outstanding performance. When agents of a system can rely on one another, they become invested in the company’s achievement and feel remunerated for their energetic performance. In a word, accountability is crucial to a more effective progression.

The Indications Demanding more Positive Accountability in the Workplace

Some pointers will require close monitoring and detection at all times; including, low drive, indistinct priorities, declining engagement, ineffective task execution, low levels of trust, and excessive turnover. For example, low morale can manifest as an absence of accountability in various ways but tends to stem from scarce and unproductive communication. Therefore, talking about things will make the physical environment a more collaborative and trustworthy space where everyone feels listened to and appreciated.

Imagine acting on an arrangement only to have your manager tell you the company’s priorities have changed. And forcing you to go back to make modifications to your plan, only after learning later that management has changed superiorities again. As annoying and preventable as it is, this scenario is more common than one could contemplate.

From time to time, successful companies have few weighty objectives, missions, or a standard to which they clasp themselves held responsible for delivering the vital results, no matter what. Leaders must ascertain three to four meaningful, measurable, and memorable critical marks for the whole organization. Every member of the organization should know them inside and out by gearing up based on the vision and mission.

If levels of engagement are tumbling and team members don’t appear invested in their tasks. Or, if partakers are disconnecting from their peers, it’s time to bolster a feeling of purpose by connecting the dots. Frequently the core of the dilemma is that folks in that group aren’t connecting their daily, individual work with the organization’s Key Outcomes! To overcome that, leaders must give consistent feedback and help members recognize the measurable ways in which their work has a real force.

Whether on an individual level, a team, or across the organization, if a company is not meeting objectives, there must probably be a lack of accountability concerns.

Hence to fix the breach between desired results and the actual results, we must build the conduit over the hole with positive accountability. The bridge requires to call for a comprehensive revisiting of what pertains to real responsibility.

“According to the bestselling book The Oz Principle, accountability is “a personal choice to rise above one’s circumstances and to demonstrate the ownership necessary for achieving Key Results.”

Afore disciplinary or reactive measures, positive accountability champions individuals and teams, appreciating them for their virtuous toil and inspiring everyone to work together to hit performance objectives.

Low trust or lack of confidence adds to negative relationships between collaborators and crosswise the organization. It donates to defensive, unfruitful postures among affiliates. Therefore everyone in a system must learn to walk because trust is lost when team members don’t deliver as assured. So everyone must do the promised and hold others to identical values.

Leadership must foster a Culture of Culpability in which the respective individual holds him- or herself accountable. High levels of positive accountability equate to a high degree of trust and contrarywise. High turnover often results from unclear expectations and a prevailing tautness between management and the cast list.

Healthcare is neither Transparent nor somewhat Accountable

Healthcare today is a political slant to widespread healthcare issues. Disconnected inspirations have utterly riddled modern healthcare solutions- by limiting entrance to the proprietors of the medical domain.

All administrations have passed mandates after another, creating loopholes only convenient to be exploited by third-party assemblies over again. The Healthcare system of our time is like a strainer draining money on every step lengthways the path leaving naught for the patient in the close.

It’s Time for Change

It is time for patients to control their healthcare system and petition transparency on all facets from the start to the end.

It’s time to set the market free and increase competition to distribute quality products to patients devoid of domination and corporate price switch. We have to let the physicians and healthcare providers establishing personalized healthcare. We must empower the same medical communities to create an environment where the quality of care is defined by complete professional service instead of intermediaries and biased corporate monopoly.

The government should do what it takes to guarantee a healthcare system that can function devoid of corruption and cartel. There should be 100% transparency, lengthwise, with full accountability at every level and phase.

A free market will permit healthcare entities to function at their most exceptional level without dealing with the administration's micromanagement. We need to get purge kickback practices at every level and prevent corporatism while maintaining respect and shielding patient and physician rights.

At this point, it is not a question of if the costs are skyrocketing. Or whether if the patient is going to pay up!

The prices can differ, what it would have cost them out of the pocket instead of what it costs. Will patients ever tell what would have been the particular retail price if We purchased it straight from the manufacturer?

In the end, patients will have to approve upon the high prices when they are sick, without any choice but to pay up. But, today, All they can do is express their protests to legislators, who only hold up the echo of what they previously recognize. You also have to contemplate the middleman who might be up to something to protect himself and his interests.

Transparency is more than just a Good Policy

Organizational transparency is inevitable. It’s the new contentious ground. With the digital age in full coloration, it’s never been more comfortable or added convenient for institutions to open gateways to how they think and perform. It is bout knowing and not “Guessing” the “why” behind crucial conclusions.

The expectation for amplified transparency is simply a consequence of constituents, patients, and stakeholders demanding accountability and honesty. When everyone can see the same information traditionally accessible only to top bandleaders, trust and loyalty will develop, and both are vital to long-term success.

People work well when they share opinions and ideas and can collaborate more efficiently. Information allocation makes it relaxed for organizations to align goals and strategies and set up systems that hold people culpable. Full transparency primarily requires everyone to know what the specific goals are and how We will measure them. But in the modern framework, it’s more than collaboration, understanding strategies, or measuring performance.

The Challenges of implementing appropriate transparency are real as well. For instance, some hurdles threaten the system with open admission to information. These include understanding the risk that information may be twisted, misinterpreted, or deceived. Similarly, being transparent may take more time and resources and may slow organizational processes.

Full transparency may render an organization vulnerable to attack groups that feel underrepresented or alienated. Another challenge is accepting the difficulty of coordinating transparency by keeping some information private, including competitive trade secrets or other unique details.

Some people postulate that excessive data co-operative would devise difficulties, adding to information surplus. This latter may potentially legitimize the second-guessing of executive decisions. High levels of distinguishability can diminish ingenuity as people fear the attentive eye of their bosses. And the exposed sharing of information on individual recital and pay rates often raised as a way of promoting trust and collective obligation can flop. There is a captivating puzzle in all this, as science has made it viable and desirable in a digital age to track actions in real-time. And to share information publicly at almost zero cost. But, under the circumstances, the innovations have reduced effectiveness due to the emerging “accountability gap” where patient health data is in the hands of people who may not use it wisely.


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