Opportunities for effective nudges abound in health care because choice architectures guide our behavior whether we know it or not. As more health care decisions are made within digital environments where they can be witnessed and their context can easily be reshaped, nudging opportunities expand. It doesn’t take much investment to support such expertise, and given the value of its applications, most health systems would be well served by insourcing it. We owe it to our patients to do the same for health care.
Anti-smoking advocates need to disseminate advice about effective behavior change strategies and encourage health plan benefit designs that invest in preventing disease, as opposed to simply treating the health consequences of smoking.
A vision for the future casts the visit to the primary care doctor not as the solution but as a kind of failure—an inability to accommodate patient needs by any of the less-expensive levels of support.
Programs to improve health for employees focus on common-sense approaches such as quitting smoking and maintaining a healthy weight.
The Maryland Health Care Commission, the state’s independent regulatory agency, is unveiling a website on which people scheduling a hip replacement, knee replacement, hysterectomy or vaginal delivery can see price differences among different providers for the same procedure.
Smoking, savings, honesty, and healthy eating may not be items on your list of problems to address or areas where you’d like to see improvements in your own behavior or the actions of people you manage or lead. But no matter what concerns you, adopting a nudge, as Thaler and the many scholars who followed his approach to research tell us, may lead to a powerful change for the better. It just requires an acknowledgment that human behavior is full of anomalies.
The family that plays an online game together may get more exercise together, a new study suggests. But more research needed because study participants were all white, and wealthier than most Americans
Christian Terwiesch, a Wharton professor of operations, information and decisions, has co-authored two new studies related to technology and health care. The first, which examined the impact of e-visits on primary care, found some surprisingly negative results about connectivity: E-visits can take up more of a physician’s time rather than making patient contacts simpler and more efficient. That has contributed to more physicians feeling overburdened and burnt out, with less ability to take on new patients. The second paper looked at how some of those negative effects could be turned around. Terwiesch sat down with Knowledge@Wharton to talk about these topics, which he describes as a “hot area” that sits at the intersection of medicine and management.
Humans are social animals, and providers can use those social connections as a driving force for better patient engagement. Peer support and coaching programs can lead to better care management for patients with chronic conditions, for example, said David A. Asch, M.D., executive director of Penn Medicine Center for Health Care Innovation, and Michele E. Heisler, M.D., professor of internal medicine and health behavior at the University of Michigan, during an event hosted by NEJM Catalyst.