Will Doctors Be Needed In The Future

Will Doctors Be Needed In The Future – Rethinking the Doctor of the Future: New Technologies, Compassion, and New Models of Care by Jennifer Radin, Ph.D. Randolph Gordon, MD, MPH, Natasha Elsner, Debanshu Mukherjee

Rethinking the Physician of the Future: Embracing New Technology, Compassion, and New Care Models From Thought Leader Interviews and the Deloitte 2020 Survey of America’s Physicians

Will Doctors Be Needed In The Future

We envision a future where medicine becomes a team sport, humans and machines work together, and consumers play an important role. In order to prepare, industry leaders must change the meaning of both training and the work of physicians.

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As we recover from the latest public health crisis and reflect on the events of the past few weeks and months, we are beginning to think about the future and how the practice of medicine will change. Physicians were at the forefront of patient care, making difficult decisions under great stress and personal risk. Scientists and public health experts, usually doctors, were crucial in sharing new scientific information. Many doctors face the financial and emotional pressure of working long hours, deciding and delaying treatments and quickly adopting new techniques to protect their patients.

This article discusses our interviews with medical leaders and Deloitte 2020. the conclusions of the study of US doctors. Although both occurred before the outbreak, they paint a picture of a future that, if anything, is more about the recovery period. Our respondents are optimistic about technological and scientific advances in medicine. They believe that technology and new models of care can complement, not replace, physicians and help them focus on meaningful work.

Prepare for the future of health care and medical leaders – both the focus of training and the definition of doctors’ work: from the ability to memorize and quickly extract complex scientific information to greater empathy and cultural competence; From independent decision making to team players and team leaders; From disease surveillance to safety and prevention; From continuing medical education (CME) seminars to lifelong learning enabled and supported by their organization.

To prioritize physician workforce development, we suggest that organizations “zoom in” on where they want to be in 10 years and what work outcomes, workforce and workplaces will be needed to get there. Leaders can then “zoom in” to identify two or three key initiatives they can implement in the near future. These initiatives must address short-term issues in a way that accelerates the long-term vision. Organizations need to focus on creating an inclusive culture, developing new training and development methods, and redesigning CME to deliver more timely, smaller-scale content to develop existing employees, attract new people, and hire for the future. And more frequent additions.

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In this article, we discuss the findings of interviews with medical leaders and the Deloitte 2020 survey of US physicians conducted before the Covid-19 pandemic. Our respondents are optimistic about the future of medicine as technology and new models of care empower doctors and help them focus on meaningful work. To prepare for the future, we need to rethink medical education, on-the-job training and the meaning of doctors’ work.

The scope of the study was the future of the medical profession in the United States. See the Appendix for more details on the method.

Medical leaders are often optimistic about the future of the medical profession. The Fourth Industrial Revolution (see sidebar “The Fourth Industrial Revolution and Healthcare”), advances in technology and science such as artificial intelligence (AI), robotics, data visualization, and genomics, are positively changing the practice of medicine. Below are some specific examples of what we can draw from our interviews with thought leaders. Technology can:

The Fourth Industrial Revolution is characterized by a convergence of technologies that blurs the lines between the physical, digital and biological realms. He is known for his technological achievements in robotics, artificial intelligence, nanotechnology, quantum computing, fifth generation wireless technology, 3D printing and materials science. It has a profound impact on the way we work, shifting our understanding of work from discrete and often sequential tasks to problem solving and managing human relationships.

Preparing For The Future Of Primary Care

Perhaps the greatest potential for transformation lies in AI and its ability to use large data sources to make accurate predictions and gain hidden insights.

In healthcare today, AI-based algorithms can predict a patient’s worsening condition, such as sepsis, 48 ​​hours before it occurs. Some algorithms use subtle cues that do not individually represent risk or significant differences, but together indicate a state of deterioration. Other algorithms measure nurse attrition: When nurses are concerned about a patient, they start testing that patient more often, or order more tests and follow-ups—behaviors that the nurses themselves are not aware of.

In the future, algorithms will increasingly be used to make clinical decisions about most human processes, such as the human genome or geographic location and environmental exposure. The nature of human-machine relationships is likely to be collaborative, with humans defining problems, machines helping to find solutions, and humans ensuring the acceptability of those solutions.

The role and composition of clinical teams is expected to change, with many of the tasks normally performed by clinicians being performed by other team members.

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The role of the consumer is also expected to evolve: consumers own their health information and control who has access to that information. They take more responsibility for their own care and become an important part of the care team.

In general, these changes can improve outcomes, increase the productivity of doctors and allocate resources properly, but above all, improve the work of doctors, free them from mediation tasks, bring humanity back to patient care and allow them to focus on the drivers of health. Other important matters.

Thought leaders’ descriptions of the roles of future physicians resemble the archetypes described in the Deloitte article.

In today’s primary care, leaders are seeing a trend toward an integrated care model that combines the power of humans and AI. As part of a larger care team where humans and machines work together, clinicians can integrate information from multiple sources and interpret it in the context of non-clinical data. The PCPs of the future may specialize not in body systems but in the types of patients they serve: the young and healthy, adolescents, older adults, patients with complex illnesses, or specific communities.

Physician Specialities With Low Stress And More Flexibility

Outside of primary care, even greater specialization is possible today: some specialists may be PCPs and consultants to care teams specializing in diagnosis and determining the best course of treatment, while others may specialize in highly technical procedures using robotics. virtual reality (VR) and control of constantly changing processes.

We interviewed thought leaders and surveyed physicians to get their views on what the knowledge and skill requirements of future physicians will be. Thought leaders and surveyed physicians place a certain priority on this. Thought leaders are more communication-oriented and focus on quantitative skills, while research physicians emphasize knowledge related to medical business and economics and less on emotional and data-related skills. However, prioritizing the skills of physicians later in their careers was similar to that of thought leaders, perhaps due to a longer perspective.

The thought leaders interviewed believe that the medical profession will require lifelong learning beyond CME and more than it does today. In addition, the human ability to learn, apply and effectively apply new skills becomes increasingly important in an environment that requires new skills that need to be updated frequently.

According to the thought leaders interviewed, to practice successfully in the future, physicians need communication-oriented skills to connect with patients and colleagues, quantitative skills to interpret complex data, a strong prevention foundation to deliver health-focused care, and strong understanding. business and economy to promote public health.

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The perceived value of education in medical business and economics is low among late-career physicians (who have been in practice for more than 30 years). However, compassion training increases significantly with experience, with 19% of young physicians (less than 10 years in practice) compared to 47% of experienced physicians (30 or more years in practice) considering it an important requirement (Figure 2). ).

PCPs (56%) are more likely to prioritize teamwork skills than specialists (~41%); For them, it is one of the three highest educational requirements. At the same time, training in new technologies is a priority area for surgeons (51%), as well as PCPs (42%) and non-surgical specialists (41%).

This chapter presents three vignettes detailing areas where thought leaders see great need: empathy and understanding; Efficiency, risks and opportunities of genetic information; and the ability to integrate a wide range of clinical and non-clinical data.

In the future, doctors may forget the difficult and old steps they have to record what they are doing

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