The world of technology introduced the concept of collaborative work networks into the business context; according to Peter Gloor’s definition, they “are understood as teams of self-motivated people, with a collective vision, enabled on the web to collaborate in the achievement of a common goal through the exchange of ideas, information and work”[1]
This concept, embraced by different sectors, including healthcare, has aroused great interest in doctors and specialists, who, displaying a patient-centered care model, find in these networks the best tool to seek the well-being and comprehensive management of the patient.
It is undeniable that we are increasingly encountering doctors highly specialized in certain areas, who, even if they wanted to, could not provide comprehensive management of the patient and who are forced to seek advice or even refer therapeutic management that is not within their competence to other colleagues.
Thus, it is highly strategic and coherent to develop collaborative care exercises, identifying the chain of services that a patient follows in the search for a timely diagnosis and appropriate treatment.
Building the Network
The first step in this exercise is to identify, within our clinical expertise, which areas are interconnected to diagnose and treat the patient. In other words, if your clinical focus is fertility, it is very likely that your patient will seek help from general practitioners, gynecologists, urologists, endocrinologists, and internists.
The critical point is that in the midst of this specialization that we have mentioned, the patient can go unnoticed, not due to lack of interest from their doctor, but due to ignorance of the pathology or lack of adequate support platforms for their management, and frequently due to lack of time. We all know that a disease diagnosed in a timely manner will certainly have a better medical outcome.
But how to reach these doctors? How to become visible and relevant to them?
Below, we present 9 strategies that we believe can help you in the creation and consolidation of your own Network of Allies:
- Doctor-to-Doctor Contact: The basis of collaboration lies in trust, and it is not the same to talk to a good salesperson as it is to talk directly to the colleague who will treat your patient. Having a common language, with knowledge that validates the experience, helps to break down the barrier between medical specialties. Feeling that you are working as a team is a concept rooted in the core of medical training.
[1] https://www.elsevier.es/es-revista-revista-calidad-asistencial-256-articulo-las-redes-innovacion-colaborativa
- Identify doctors through patients: Thanks to technology and information systems, today it is not difficult to access databases of specialists, however, there is no better source of information than the patients themselves, since in their extensive journey to reach you, they have surely met doctors who can be part of this network and, even better, they may have close ties with them that help you to reach them with confidence. It is also a great opportunity to demonstrate in practice what our capacity for service and attention is.
- Visit the local “peer” and make them see that you are not unfair competition: Not all doctors are suitable for all patients, nor are all patients suitable for all doctors. Understanding that each institution has a market niche and that the patient simply embraces the one that meets most of their expectations is fundamental in order not to generate professional jealousy with those doctors who offer the same service. In fact, the union of efforts between competitors can increase the demand for a service. In addition, a fundamental in medicine as in any other area, the creation of trust is essential.
- Direct contact with the doctor – be a source of consultation: Networks should function bidirectionally, that is, it is valid for a doctor to refer their patient to the specialist who can treat their disease, but it is also true that there are doctors who can treat their patient with the support of the specialized doctor, without the need to completely hand over the case. Doctors should talk to each other, to share knowledge, to teach each other. Sharing knowledge is a very efficient way to strengthen ties.
- Establish a reporting system, through an appropriate platform: Continuous communication is essential for the comprehensive management of the patient, so it is highly relevant to keep the referring doctor informed about the management that has been given to their patient and that should be given to them in the future when they return to him. Thanks to technology, this exercise should not be difficult to achieve, there are platforms that help generate these reports quickly and safely. However, it should be noted that one must be flexible and versatile in this aspect, trying to identify the most functional communication method with each referring doctor. You have to facilitate their logistics and thus growth will be faster and more efficient.
- Promote direct training, both in the place of origin and in our Clinic: When a relationship adds up, when it contributes to professional and personal growth, it will certainly be a relationship destined to remain in time. We must be broad in knowledge, we must help close the gaps that limit the diagnosis of a patient, through training programs and development of medical expertise. In addition, allowing them to know the academic, infrastructure and technology support behind the service offered, strengthens confidence.
- Deliver tools that facilitate interaction: What may be natural and part of their routine for a specialist, may be unknown and complex for another, in this sense, it is highly useful to design tools that facilitate the work of referring doctors with formulas, management plans, among others; in such a way that making a comprehensive assessment does not require additional effort. It is essential to understand that the most valuable and scarce product for a doctor is called TIME and therefore we must put ourselves in their place and deliver tools that save them time, without sacrificing the quality of care.
- Identify what part of the process can be in the hands of the referring doctors, so that they can obtain income for these services: We mentioned it previously and it is the importance of developing the skills of the referring doctor so that they can accompany their patient for as long as possible and if this generates income for their practice, then so much the better.
- Be really “CLOSE”: It is about going beyond the professional relationship, it consists of knowing the other, their motivations, their tastes, their dreams. It is about transcending from networks of allies to networks of friends, where the greater purpose is to help each other and in the center the patient. Trust ends up becoming friendship. When this is achieved, it is an extremely solid bond.
In conclusion, the creation of Collaboration Networks or Networks of Allies, more than an end, should be a continuous purpose of our organizations, visualized from all scenarios, involving the greatest number of possible actors, with a single collective vision of improving the experience of our patients.
ANA MARÍA MEDINA B.
Commercial Director
InSer
