Demetrios Perdikis | Demetrios Perdikis

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Knowing and Doing the Right Things for Your Organization

On April 28th, 2009 by Demetrios Perdikis

What Constitutes Patient Value?

On April 26th, 2009 by Demetrios Perdikis

People seek a physician’s opinion to have the awkward, often obvious facts at the root of our dysfunction verbalized to us in a way that is emotionless, non-judgmental and compassionate. Patients value their problems being dealt with openly through a candid, informal conversation that makes transparent the thick cloud of disorienting surface effects and gets to the uncomfortable roots. Patients value trusting their physician who must comfort them and be confidential through this exploration. Patients value their physician’s selfless curiosity and want to understand them, not as packages of problems and concerns but as people who have problems to be solved and concerns of which to be alleviated. Finally, patients most value being guided and encouraged toward a restorative experience of vitality - sensing renewed energy.

No Wonder. No Framework.

On April 25th, 2009 by Demetrios Perdikis

Do You Measure Employee Engagement ROI?

On March 14th, 2009 by Demetrios Perdikis

Memory and Learning in Quality Management Systems

On February 6th, 2010 by Demetrios Perdikis

Economics of Socialized Medicine

On February 22nd, 2010 by Demetrios Perdikis

How To Be A Clinician In A Socialist Country

On February 22nd, 2010 by Demetrios Perdikis

Gammon’s Law: Theory of Bureaucratic Displacement

On February 22nd, 2010 by Demetrios Perdikis

The Roots of Innovation – Handy Parents

On February 25th, 2010 by Demetrios Perdikis

Physician Voices Seldom Heard – Part 1

On March 15th, 2010 by Demetrios Perdikis

Why Systemic Health Care Problems Are Best Handled by ‘Outsiders’

On March 22nd, 2010 by Demetrios Perdikis

The Building of Shrines for Hospital Administrators. We have both witnessed the building of expensive and unneeded new healthcare facilities to satisfy the desire of an institution to provide a monument to a hospital executive who is nearing the end of his or her career. In one case, architecturally spectacular new hospital buildings costing billions of dollars were erected within a few hundred yards of similar facilities belonging to a competing institution. In another case, a specialty hospital was constructed despite the fact that 2 other similar specialty facilities existed within a few miles. In both instances, as large as the costs of the new buildings may have been, they were dwarfed by the costs of the duplicative staffs required for the new facilities. Moreover, to keep both new facilities acceptably occupied, substantial additional monies continue to be spent on advertising and public relations campaigns.

Frog-Boiling 101: One Institution at a Time?

On March 23rd, 2010 by Demetrios Perdikis

A Blow to Health Care Innovation: But Will It Be Lethal?

On March 24th, 2010 by Demetrios Perdikis