This is a re-working of a previous post on The Mayo Clinic: a sincere plea to the government to revert back to NHS Original which has all the ingredients in place for a world class Health Care System.
This is not Mayo Clinic © Am Ang Zhang 2009
The main features:
The needs of the patient come first.
An Egalitarian Culture.
Healthcare is not a commodity.
A Fully Integrated System.
Private or Charity Patients are Equal.
No over treating at Mayo.
Competition does not serve patients’ interests.
Disincentive system that works.
by Maggie Mahar
October 21, 2008
These are values that can be traced directly back to William Mayo and Charles Mayo, who, together with their father, William Worrall Mayo, founded
’s Mayo Clinic in 1903. The Clinic was one of the first examples of group practice in the Minnesota . As Doctor William Mayo explained in 1905: “The best interest of the patient is the only interest to be considered, and in order that the sick may have the benefit of advancing knowledge, union of forces is necessary…it has become necessary to develop medicine as a cooperative science.” United States
Read the full article: What Makes the Mayo Clinic Different?
From: Leadership Lessons from Mayo Clinic
T e a c h i n g f o r T o m o r r o w ’ s P a t i e n t
Mayo’s combination of culture and technology is potent. The culture makes it okay for highly-trained providers to ask for help; the technology makes it easy to provide the help.
A Mayo Rochester internist speaks to the cultural influence: ‘‘The strong collegial attitude at Mayo allows me to call any Mayo physician at any time and discuss a patient in a tactful and pleasant manner. I do not feel afraid or stupid when I call a world renowned Mayo surgeon. We respect each other. We help each other. We learn from each other.’’
A Mayo surgeon recalled an incident that occurred shortly after he had joined the Mayo surgical staff as the most junior member. He was seeing patients in the Clinic one afternoon when he received a page from one of the most experienced and renowned surgeons on the Mayo Clinic staff. The senior surgeon stated over the phone that he was in the operating room performing a complex procedure on a patient with a difficult problem. He explained the findings and asked his junior colleague whether or not what he, the senior surgeon, was planning seemed appropriate. The junior surgeon was dumb-founded at first that he would receive a call like this from a surgeon whom he greatly admired and assumed had all the answers to even the most difficult problems. Nonetheless, a few minutes of discussion ensued, a decision was made, and the senior surgeon proceeded with the operation. The patient’s problem was deftly managed, and the patient made an excellent postoperative recovery. A major consequence was that the junior surgeon learned the importance of intra-operative consultation for the patient’s benefit even among surgeons with many years of surgical experience.
No Internal Market, no silly cross charging.
Dr. Charles H. Mayo and Dr. William J. Mayo
“…….Mayo offers proof that when a like-minded group of doctors practice medicine to the very best of their ability—without worrying about the revenues they are bringing in for the hospital, the fees they are accumulating for themselves, or even whether the patient can pay—patients satisfaction is higher, physicians are happier, and the medical bills are lower.”
7/2/11 7:19 PM