MLC 2013 Plenary Sessions
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Rapidly Improving Care in the Last Years of Life to Achieve the Triple Aim
Thursday, April 25 9:00 AM- 10:00 AM
Don Berwick, MD
Don Berwick is the United States’ leading advocate for high-quality healthcare. He has just stepped down as the Administrator of the Centers for Medicare and Medicaid Services. For 22 years prior, he was the founding CEO of the Institute for Healthcare Improvement, a nonprofit dedicated to improving healthcare around the world. A pediatrician by background, he has also served on the faculty of the Harvard Medical School.
Don Berwick, well known as an ardent champion of instilling quality practices throughout the healthcare sector and promoting rapid cycle quality improvement protocols, will convey his vision for improving care for the seriously ill.
As the founding CEO of the Institute for Healthcare Improvement, Berwick transformed the context of quality improvement from that of study and thoughtful interventions to rapid improvements that transformed care at the bedside in hospitals, nursing homes and hospices.
Description
Dr. Berwick will share his thoughts on how to promote a national discussion on advance care planning and integrate it into healthcare during all stages of life. He will also discuss ways that hospice palliative care providers can work in their communities, alone and in partnership, to deliver better healthcare, improve the health of family caregivers and help the healthcare system lower costs.
Learning Objectives:
- Describe the “triple aim” and its relevance to hospice palliative care
- Discuss the importance of advance care planning for all segments of healthcare
- Identify strategies for hospice palliative care providers to achieve the “triple aim”
Decisive: Making Better Choices and Decisions
Friday, April 26 8:30 AM – 10:00 AM
Dan Heath, MBA
Dan Heath is a Senior Fellow at Duke University's CASE center, which supports social entrepreneurs. He is the co-author of Switch: How to Change Things When Change Is Hard, which debuted at #1 on the New York Times and Wall Street Journal bestseller lists. The Heath brothers previously co-wrote the critically acclaimed book Made to Stick, which was named the Best Business Book of the Year, spent 24 months on the BusinessWeek bestseller list and has been translated into 29 languages. Previously, Dan worked as a researcher and case writer for Harvard Business School, co-authoring 10 case studies on entrepreneurial ventures and later served as a Consultant to the Policy Programs of the Aspen Institute. In 1997, Dan co-founded an innovative publishing company called Thinkwell, which continues to produce a radically reinvented line of college textbooks.
Dan has an MBA from Harvard Business School and a BA from the Plan II Honors Program from the University of Texas at Austin. He currently serves on the Board of Trustees of Rare, a conservation organization. Two proud (sort of) moments for Dan are his stint driving a promotional car called the "Brainmobile" across the country and his victory in the 2005 New Yorker Cartoon Caption Contest, beating out 13,000 other entrants.
Description
We spend most of our days on auto pilot. We may make only a handful of conscious, considered choices every day. But while decisions don't occupy much of our time, they have a disproportionate influence on our lives. Psychologist Roy Baumeister draws an analogy to driving: when we’re behind the wheel, we may spend 95% of our time driving straight, but of course it’s the turns that determine where we end up. Chip and Dan Heath wrote the book Decisive to help people navigate the turns.
Over the past few years, many books and articles have illustrated that our brains are flawed instruments, subject to a variety of cognitive biases. But simply being aware of our biases and irrationalities doesn't help us to overcome them. The Heaths’ work demonstrates that we can do better and presents four-step process to help us make better choices and decisions. Learn about the four major villains of decision-making and how to counteract them; a simple question that can transform a contentious meeting into a productive one; strategies to uncover new, unconsidered options to add to a set of choices and more in this plenary session that will help organizational leaders make quicker, wiser and more confident decisions.
Learning Objectives:
- Describe the rational mind and the emotional mind
- Discuss the tension that occurs between the rational mind and the emotional mind
- Identify “Switch” strategies that can be employed to unite both aspects of the mind to achieve dramatic results
Advancing “The Conversation”
Saturday, April 27 8:30 AM – 9:45 AM
Ellen Goodman
Ellen Goodman, founder of The Conversation Project, is a Pulitzer Prize-winning columnist, author, speaker and commentator who refuses to call herself a pundit. Ms. Goodman has long been a chronicler of social change in America, especially the women’s movement and its effects on our public and private lives. She was one of the first women to open up the op-ed pages to women’s voices and became, according to Media Watch, the most widely syndicated progressive columnist in the country. From her observation post, she continues to work as a writer, speaker, and commentator.
Goodman’s first book, “Turning Points” (Doubleday, 1979), detailed the effect of the changing roles of women on the family. Six collections of her columns have been published: “Paper Trail: Common Sense in Uncommon Times” (Simon & Schuster, 2004); “Close to Home” (Simon & Schuster, 1979); “At Large” (Summit Books, 1981); “Keeping in Touch” (Summit Books, 1985); “Making Sense” (Atlantic Monthly Press, 1989); and “Value Judgments” (Farrar Straus Giroux, 1993). She is also co-author with Patricia O’Brien of “I Know Just What You Mean: The Power of Friendship in Women’s Lives” (Simon & Schuster, 2000).
Goodman’s work has won many other awards, including the American Society of Newspaper Editors Distinguished Writing Award in 1980. She received the Hubert H. Humphrey Civil Rights Award from the Leadership Conference on Civil Rights in 1988. In 1993, at its Seventh Annual Exceptional Merit Media Award Ceremony, The National Women’s Political Caucus gave her the President’s Award. In 1994, the Women’s Research & Education Institute presented her with their American Woman Award.
Description
"Change Agents" their entire lives, Baby Boomers are now facing the “Longevity Revolution.” In the wake of technological changes that help us to live longer, we also face more critical decisions about how to live and what constitutes “quality of life” as we move into our later years. A longer life isn’t necessarily a “good” life – as we know all too well. But unless individuals, families and communities have considered what is important, what technologies they want to consider and want to avoid, clear choices at a time of crisis may elude them.
How can we best engage people in conversations at the kitchen table before a crisis? How can we facilitate their moving into these topics of profound depth with some degree of comfort? How do we, at long last, engage people in conversations at the kitchen table?
Hospice and palliative care programs have an important role to play in advancing these conversations, in facilitating advance care planning and decision making and in ensuring individuals, families and communities consider their wishes, values, needs and desires long before the end of life is looming. It’s an important part of advancing the care continuum, of engaging our broader communities, of ensuring that people receive the care they want to receive when they need it most.
Learning Objectives:
- Describe the “Longevity Revolution” and how Baby Boomers are expected to approach it
- Discuss the “Conversation Project” and its goals in advancing “the conversation”
- Describe the role hospice and palliative care programs can play in advancing “the conversation”
