The objectives of this course are: -To introduce participants to different concepts of love, to empower them to be conscious of the power of love and the possibility of practicing it in everyday life, and to highlight in particular the idea of love as a force for social justice. -To communicate a sense of personal strength and empowerment by actively learning from each other and beginning to define how participants can apply their learning in service to society. This course will explore the concept of agape love (compassion/kindness) as a force for social justice and action and as the inspiration for service and the application of knowledge to positive social change. Biological, psychological, religious, and social perspectives of love will be discussed, drawing on the expertise of people from a variety of disciplines. During the six-week course, the following topics will be raised and discussed: kinds of love/defining love; non-violent communication; love and the biology of the brain; love as a basic concept of religious and ethical beliefs (e.g., Judaism, Christianity, Islam, Buddhism, Gandhian); love applied in action, and poetic expressions of love as a social force. This curriculum aims to foster a sense of the importance of love as a key phenomenon in creating community, connection, and functional societies among humans. Course materials will draw from a variety of sources. One of the goals of the class is to provide participants with some knowledge of the literature of love, and readings for the course are listed in the outline of the course on the pages that follow.
Video: Delivering Health Care - Rekha Avirah in Conversation with Anne
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Del curso dictado por Stanford University
Love as a Force for Social Justice
80 calificaciones
De la lección
Love in Action in One-on-One Interactions
Conoce a los instructores
Anne Firth Murray
Here you go.
Rekha, Rekha Avirah.
Thank you so much for taking time today to have a conversation about love.
And love in particular relating to how people do business.
And I was intrigued when I walked into One medical group to learn that.
This organization, which is a health system,
was based on various values, one of those being love.
And that intrigued me, because I was teaching a course on love.
So that led me to you, and I hope that we can learn more about how
One medical group applies that value to their work and how that began.
>> Just to give you a little bit of background about them.
They started in 2007, and they started in San Francisco.
It was actually founded by Tom Lee.
He's an internist, and he was a practicing internist at that time.
And he really was frustrated with the patient experience at that time.
So as you know, which is still the case to some degree.
Sometimes the patient experience involves rushed appointments,
it involves poor quality of care.
It really leaves the patients feeling frustrated for the most part.
And so, he wanted to create a new practice that was really
focused on improving those things.
So it was focused on providing quality care that was going to be affordable for
patients, and that was going to be easily accessible by patients.
That they weren't waiting two weeks or a month to see their provider.
>> So making healthcare human centered,
what does that mean very specifically on a day to day basis in the office?
>> So I think when you're trained as a physician,
you're trained to provide great evidence based medicine and practices to patients.
What you're not so trained in or well-trained, I would say,
is the experience of being able to relate to patients and
be able to collect information from patients that's
not necessarily pertinent to their medical issue.
And it's that that we tend to focus on, and a few other things we tend to
focus on in One Medical so when we talk about human centered care, for
us it means providing compassionate care, that means being empathetic in our care.
And that requires a lot of communication.
It requires listening to our patients.
So for One Medical specifically it means having long appointment times,
which allow us to engage with our patients for longer periods and
get a good sense of what their background is.
And that provides us more information to be able to direct their care and
partner with them in their care.
In terms of being human centered, we talk about respect for our patients.
>> Mm-hm.
>> And though that's implied, I think to be able to put it in practice
regularly in office practice where often things can get rushed,
it's important to make sure that you are taking your time with a patient and
that you're respecting their schedules.
And for us, patient-centered care means starting the patient appointments on time.
It means respecting our patients' schedules and
being able to accommodate them as often as possible, and be flexible for them.
We also talk a lot about in addition to the compassion and the respect for
our patients about humility.
And so, we talk about it in terms of how we practice.
We want to make sure that we are recognizing
the fact that patients are coming to us at a very vulnerable time in their lives
with very complex medical issues.
And that we want to be able to understand what their experience is with that illness.
And what suffering with that illness means to them.
And so, that's where humility comes into place.
And that's what we feel like we're able to focus on at One Medical.
>> All of this sounds almost obvious.
I mean, this is the way healers and doctors should be.
At One Medical, are you actually trained in nice communication,
or do they just make sure to hire nice people?
>> That's right, and that's exactly it.
I think it comes back to those hiring practices.
And really it doesn't just apply to our providers,
I had mentioned previously that I think it really is the entire patient interaction.
From the moment they walk in that door to the moment they leave our office.
And so, it's that interaction with our admins,
it's a interaction with our administrative staff, as well as our providers.
So we specifically hire administrative staff that are very engaging
with patients.
And so, we look at their backgrounds, or look at their enthusiasm for our mission,
to deliver great care.
And we hire based upon that.
And we do the same thing with our providers.
We look at their level of empathy, what work they've done in the past that
demonstrates that, when we hire on new providers.
We also have certain markers that we like to achieve as providers,
once we've been at One Medical for some time.
And a huge priority there with regards to are you achieving those levels
of excellence is your level of empathy.
It's not just great clinical knowledge, that's important, as well.
But it's also you have love, compassion, and empathy and how the patient receives
that, what kind of feedback we're getting from the patients in that regard, and
that's all used as a whole to
determine how well you're doing in One Medical specifically.
>> As a business model, how does that work in the sense of having taking
much more time with each patient or taking appropriate time for patients?
And I've experienced at this place,
very leisurely meetings with the doctor.
And meetings starting on time which you mentioned which is really a courteous
thing to do.
But does this have some effect on levels of productivity?
I mean, how many people you see each day, and all of that kind of thing?
>> Yeah, and it turns out that it doesn't.
So what's been happening at our practice is that we're basically designed so
that we only see 18 patients in a day.
And so, we get more time with our patients.
And so, that leads to greater provider satisfaction, and it allows them to
deliver on that promise to be empathetic and connected with our patients.
We found early on that we had to do very little marketing.
Patients were so appreciative of this type of healthcare that
they really were doing the marketing for us.
Just through word of mouth alone, we were completely booked as providers,
and that's allowed us to continue to expand, year after year to
grow from 1 office in 2007, to over 50 offices in 2017.
It really has not inhibited our growth, whatsoever.
>> It must be a nice place to work.
>> Mm-hm, it's a great place to work.
>> So
tell me a little bit about the interaction at the office with other doctors.
I remember when you spoke in my class,
you mentioned that there was a real effort to create a community.
And that was also part of the ethos for
the >> Absolutely.
>> Organization.
>> Yeah, I think the organization believes that in terms of delivering on
that compassion to our patients, it has to start from the top-down and
have to be able to be present at every single level.
And so, like I said, with their admins and their providers are all on board with that
mission, to provide great care, that's not only to our patients but
also to create an environment that's loving in our office.
And so, we have a number of practices in place.
And so, that idea's promoted,
each office individualizes how they want to express that love and that compassion.
And so, at our office, I mentioned during the class that we actually have things
like a shout out board where we're able to anonymously post
notes indicating that we're appreciative of our colleagues' efforts, and
it could be the smallest things to the big task that were really helpful.
Just in the smallest things,
we make it a point to acknowledge all of the effort of our colleagues.
We also company-wide make sure that we are all again reminded of our purpose and
our motivation to, and be motivated to continue to provide great care and
the way we do that is by telling patients stories, and
reflecting on what impact our work has had on patient care.
And we do that through daily emails that are company wide, through story telling at
national meetings and regular meetings that we hold in the office.
We express that care to our colleagues on a regular basis,
so we celebrate every small event in each other's lives as a group.
When some colleagues are going through difficult times, we also support them.
We are constantly engaged with each other.
Even though we're a small office, we have regular meetings with our entire district.
We're in constant communication with other providers, as well.
So I think we really feel like we're unified in our mission that way.
>> Can you give me a few examples that would come to your mind,
of how your approach, which is really consciously
applying that values of kindness and compassion?
How it's made a difference to some people?
Noticeably.
I mean I don't want to put you on the spot but
if something comes to mind, I'd love to hear it.
>> Yeah, you were probably referring to patient care, specifically.
>> Patient care or if an example on the staff as well if that's relevant.
But I was thinking of patient care.
>> And I mentioned this one example,
the lecture as well during the other session that we had.
But one example that I have is of a patient
that had been regularly with us for some time.
And she unfortunately during the time she is with us, she suffered a tragedy.
Her son had passed away.
And she was going to a very difficult time dealing with this, with her grief and
with coming to terms with that.
>> And during her regular office visits with her primary care provider,
she had talked about how she was handling her grief.
And part of that was through taking up a past hobby which was crafting.
And she had talked about a specific crafting supply box that she had her eyes
on but it was a bit too pricey for her and she hadn't gotten around to purchasing it.
So just knowing all this about her and empathizing with her situation.
We actually got together as an office and created a basket for
her of crafting supplies.
We purchased that box that she had in mind, and
included a practice supplies that provided a note to her that really just was
a personalized note from a provider and signed by everyone else at the office who
she was familiar with as well and delivered that to her and
she was just so appreciative of that small act of kindness.
It really made a huge difference for her.
Let's have a couple different other patient examples.
But in terms of providers,
one example is that as a colleague that actually had a fire at her house.
And, of course, she lost everything.
And she was focused on trying to rebuild her life after that incident.
And we came together and we make sure that she was taken care of.
No questions asked.
As much time as she needed was taken off.
We made sure that she had the right supports in place.
We had people that were offering things to her.
Family offering a place to stay.
It really becomes like a family within the office.
We had another provider who lost her father this year.
And we made sure that we were constantly checking in on her to make sure that
she had food delivery service for the entire time that she was gone.
And I think there's a lot of flexibility there.
We wanted to make sure that she was completely comfortable coming back to
the practice, so that you'll be able to really still deliver that great care.
And so, as much time as you need, take that time off.
>> I'm very impressed by the intentionality of it,
the active decision to employ these values or to put these values into practice.
>> Right, and I think that's probably the only way to actually make it, to actually
see it come to fruition is to be able to be, to actually be intentional about it.
I think it's very easy to slide into the bottom line and
trying to make sure that we achieve that in terms of getting and seeing a certain
number of patients and making sure that we're still profitable, as well.
But I think it's very intentional in terms of trying to make sure that the actual
work environment is still one that people are excited to come to work and
deliver great care.
>> Do you think the founder of One Medical had in mind these kinds of actions or
did he think that delivering care in a way that was thinking
of the patients first was a logical and a good business model?
>> I think that was the primary motive, was to have that great delivery of care.
And to make sure our patient experience was completely different from what
they had been used to.
But I think he was very intentional in how he created the organization.
And he was very intentional in making sure that he hired people who are motivated and
passionate about showing kindness and compassion to each other and
therefore being able to learn to apply it to their patients.
So I think he understood that to get to that goal,
delivering human centered care, you really have to start with your staff, and
make sure that their wellness was achieved in order to be able to attain that goal.
>> Well, thank you so much for being with us.
>> Thank you for having me.
>> Thank you.
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