Tony is a 50 year old Midwestern emergency physician who quit practicing medicine last year, in large part because he was frustrated with his patient satisfaction scores. Tony is not an incompetent or uncaring physician. Quite the opposite—he was known by his colleagues and the majority of his patients to be a first-class doctor, though he did not want his real name used to avoid professional repercussions. How then could low patient satisfaction scores drive him from the practice of medicine?
To begin with, it is important to say that Tony’s decision to leave medicine can be traced to a number of factors—increasing stress associated with working swing shifts in the emergency department, frustration at the growth of healthcare paperwork and bureaucracy, and concern that his practice was being increasingly controlled by non-physicians. But the “straw that broke the camel’s back,” he says, was the pressure he felt to increase patient satisfaction scores. What are these scores?
When patients visit a doctor’s office, outpatient clinic, or hospital, they are often asked to complete a survey rating various aspects of their healthcare experience. Such surveys may cover many domains, including some outside the ambit of healthcare, like parking and food service. Where these surveys concern physicians, they usually ask questions about friendliness, responsiveness, and the degree to which the physician inspired confidence and trust.
Such patient satisfaction data are playing an increasing role in a number of important healthcare decisions. For one thing, physicians can be hired, fired, promoted, and compensated based in part on their patient satisfaction scores. Increasingly, these scores also determine how hospitals are ranked and paid. The Center of Medicare and Medicaid Services has been publishing this data and has begun distributing funds to hospitals based in part on patient satisfaction.
From one perspective, the effort to take patient satisfaction into account in allocating healthcare dollars is a welcome change. For many years, private and public health payers compensated physicians and hospitals based almost solely on the quantity of care they provided, essentially ignoring quality. The more patients they cared for and the more they did for each patient, the more revenue they generated. Now quality, defined in part by patient satisfaction, is playing a greater role.
Though attending more carefully to patients should strike any physician as a good idea, such perceptions are not always reliable. For one thing, a patient’s assessment of a physician visit or hospitalization can be colored by a variety of factors not under the control of either. For example, a patient frustrated by the difficulty or expense of parking may assign lower scores to every aspect of a hospitalization, including the quality of care provided by the physician.
In some cases, patient perceptions may prove downright misleading. Tony practiced medicine in a poor community. A high percentage of his patients complained of pain, and many were known to visit a variety of emergency rooms on a regular basis, seeking prescriptions for powerful pain relieving drugs, a pattern often referred to as “drug-seeking behavior.” We need to be careful about applying such a potentially derogatory term to any group of patients, but the problem is well known in the field.
In one study of drug-seeking behavior, 178 patients made a total of 2,486 emergency room visits in a single year, nearly 14 visits per patient. When asked why they were returning so frequently for more pain relievers, many replied that their medication had been lost or stolen, or that they have used up their supply. Nearly 30 percent rated the severity of their pain as 10 out of 10, and nearly 15 percent explicitly requested a particular medication by name. These include narcotics, benzodiazepines, and muscle relaxants.