Medical
Leadership Lacking
S.Q. Lapius was snorting
like a porpoise. “Why are you snorting like a porpoise?” I asked
him.
“That is a snort of indignation, Harry. Here,
read this letter I’ve just written to the editor of the Philadelphia
Bulletin. That should explain all.” He handed me a rough
copy.
Dear Editor:
Your editorial, Unsnarling Blue Cross (Sunday Bulletin, December 16, 1973),
asks for intervention in the Blue Cross-Hospital negotiation, by a Mr. McNerney
(National President of the American Hospital Association) and calls them
respected “medical leaders”. A medical leader, by definition, is called
doctor, abbreviated Dr. Mr. McNerney and Mr. McMahon may be
leaders in the economics of medicine, or in the distribution of what is now
called health care, or in the nebulous entity formalized now in the medical
school curricula as community medicine, or the politics of the new
health-industrial complex, but none of this qualifies them for the application
“medical leader”.
As a matter of fact, there is no medical
leadership. The AMA, rent as under by internal strife and defection from
its ranks, has adopted a low profile after its invidious role in the debates
preceding Medicare legislation. Practicing physicians, singly, and in
groups, are being steamrollered in the hospitals by the so-called medical
leadership, which consists of non-medical boards, trustees and
administrators. Hospital costs are spiraling upwards because of this
inept, statutory and strangling leadership.
For example, hospital architecture is inefficiently
stylized by the promise of medicare and third party insurers to pay for
semi-private accommodations. (Semi-private is a misnomer, actually the
rooms are semi-public.) But from a medical point of view, the
semi-private room has been a major cause of high hospital costs. First,
by stipulating no more than two beds to a room, hospitals are forced to sprawl
over large tracts, instead of logical compression that wards would offer.
Patients are invisible to nurses who have to traverse miles of corridors to get
their chores done. Cleaning and heating bills are increased
inordinately. Patient care is inefficient, and must be supplemented by
electronic surveillance devices.
For efficient care, hospitals have returned to the
ward concept in creating coronary and intensive care units. They do not
even separate men and women in these ‘wards’. In most there may not be
toilet accommodations. But the care is intensive, life-saving, and in
general, excellent, since patients are under constant surveillance by a group
of nurses stationed only a few feet away from the beds.
Of course the term ‘ward’ is opprobrious, bringing to
mind as it does, the sloth of Philadelphia General, also run by so-called
medical leaders, who happen to be non-medical trustees. But a clever
architect could design a much more efficient hospital plan that would offer
adequate privacy within the confines of a ‘ward’ concept. Of course, we
would drop the word ‘ward’ altogether in exchange for ‘care’ unit which might
be more palatable to the public. But our medical ‘leaders’ could employ
public relations experts to so disarm the public. At present, the
doctrine of semi-private accommodations has been so institutionalized that no
board would dare submit a new design for fear of being turned down by the
various authorities that govern hospital funding and construction.
I recall when I worked at a large Geriatric Center,
pleading with administration to buy 10 (about $1,000 worth) of soft mattresses
to protect patients from development of bedsores. It takes about six
months of daily medical and nursing labor to heal a deep bedsore in the
elderly.
The administration couldn’t find the money which
would have saved them hundreds of hours of nursing and medical care and
laundering bills, a return of investment of about 1,000 per cent.
They hemmed and hawed and finally agreed to try some
lease-purchase finagling with third parties, then shuffled the one or two soft
mattresses around like chess men, from patient to patient, and of course some
went without.
I called the administrator of a large, neighboring
hospital and suggested that he might save his hospital untold funds by a
similar purchase, since bedsores in the elderly are a way of death. He
listened politely and said he would get back to me. It is three years now
and I still haven’t heard. In neither case was this suggestion brought to
the attention of the respective boards of directors.
This calamitous inertia is the direct result of the
fact that the administrators and trustees are not medical leaders, that they
treat institutions instead of patients and that, indeed, medical leadership is
non-existent.
Only when doctors are given a proper voice and
hearing in these institutions, and given that privilege, exercise their
righteous indignation at some of the improprieties foist on their patients in
these institutions, will there be medical leadership in the health field.
Sincerely yours,
S.Q. Lapius, M.D. (signed)
“What do you think, Harry?” Lapius asked after I had
turned the last page.
“I figure it will cost about 10 cents to send,” I
told him.
“Yes, that’s about what I thought it would cost,”
Lapius said.