This is because a significant component of creating better patient satisfaction includes successful patient engagement which, in turn, results in empowering the patient to take charge of his/her own health. By first pursuing the goal of improving the patient experience of care, organizations lay the foundation towards being successful in achieving the latter two goals. As depicted in the figure above, the aims are not only interdependent, but flow in a progressive direction. Rational common interests and rational individual interests are in conflict.” 1īy addressing the patient experience of care first, we can help mitigate both of the above challenges. From the viewpoint of the United States as a whole, it is essential yet from the viewpoint of individual actors responding to current market forces, pursuing the three aims at once is not in their immediate self-interest. Thus, we face a paradox with respect to pursuit of the Triple Aim. ![]() For most, only one, or possibly two, of the dimensions is strategic, but not all three. “…the balanced pursuit of the Triple Aim is not congruent with the current business models of any but a tiny number of U.S. The original authors of the framework acknowledge this issue: 3, 4Īnother real, but less readily acknowledged barrier, is that the first two aims are not typically in the immediate self-interests of most healthcare organizations. This lesson was painfully learned during the cost-sharing explorations in the early 2000s. For example, if an organization focuses its efforts solely on decreasing costs without careful consideration of the effects on the patient experience or population health, they may successfully decrease costs but incur a negative impact on quality of care and health outcomes. Pursuing one goal at a time might seem more feasible and practical, however, they are interdependent a lopsided quest for one may negatively affect the others. One rather obvious barrier arises when the aims are not pursued simultaneously. There are real challenges to enacting this vision. ![]() Many of you may already be in the midst of this journey and struggling to make headway indeed, it can be daunting to tackle changes within a complex and entrenched delivery model. Along with the financial incentives built into the healthcare reform law, the hope is that progress made in these areas will generate meaningful changes in the way health care is delivered and foster a more functional system for providers and patients alike. Indeed, multiple hospitals and health systems have adopted these as their foundation for major provisions of the Patient Protection and Affordable Care Act. 1 In order to successfully optimize health system performance, the Triple Aim Framework demands that we: (1) improve the patient experience of care (including quality and satisfaction) (2) improve the health of populations and (3) reduce the per capita cost of health care. ![]() As early as 2008, Berwick (President/CEO of the Institute for Healthcare Improvement) and co-authors introduced the Triple Aim Framework.
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