Brett Radler

Looking for more? Seize the opportunity to learn from an elite group of experts. Earn additional CME credits, broaden your skills, and fine-tune your practice. Immerse yourself in a day of learning by enrolling in one six pre-courses on May 1. Visit www.hospitalmedicine2017.org/precourse to view course topics, agendas, faculty, and more.

Looking for more? Seize the opportunity to learn from an elite group of experts. Earn additional CME credits, broaden your skills, and fine-tune your practice. Immerse yourself in a day of learning by enrolling in one six pre-courses on May 1. Visit www.hospitalmedicine2017.org/precourse to view course topics, agendas, faculty, and more.

Looking for more? Seize the opportunity to learn from an elite group of experts. Earn additional CME credits, broaden your skills, and fine-tune your practice. Immerse yourself in a day of learning by enrolling in one six pre-courses on May 1. Visit www.hospitalmedicine2017.org/precourse to view course topics, agendas, faculty, and more.

Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/getinvolved for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Scott Kaatz, DO, MSc, FACP, SFHM, a hospitalist at Henry Ford Hospital in Detroit. In addition to being an active SHM member, he is immediate past president of SHM’s Michigan Chapter and has been involved in multiple mentored implementation (MI) programs offered by SHM’s Center for Hospital Innovation and Improvement.

Question: What inspired you to begin working in hospital medicine and later join and become so involved with SHM?

Answer: For most of my career, I’ve been at Henry Ford Hospital in Detroit, including during my internal medicine residency. After residency, I was a primary-care physician there, and I rounded three to four months out of the year in the hospital with traditional house staff model. Four years ago, I transitioned to another role as a chief quality officer at Hurley Medical Center in Flint, Mich. While in Flint, I didn’t have a clinic and was strictly a hospitalist, spending about four months a year rounding.

When my career path led me to mostly inpatient work in the hospital, I became more involved not only with hospital medicine but with SHM. As of this past June, I went back home to Henry Ford as a full-time hospitalist. I now focus my attention on hospital medicine for eight months of the year, with some protected time for faculty development and scholarly activities for residents and junior faculty in the division of hospital medicine.

Q: How has your involvement with SHM’s mentored implementation programs impacted your practice and led to improved patient care?

A: After participating in the venous thromboembolism (VTE) mentored implementation program, I became a participant as a mentee site for I-PASS, a program focused on improving communication between providers during patient handoffs. During my time with the I-PASS team, I could sense the commitment and energy to improving handoffs not only at my site but at other participant sites nationwide during our regular check-in calls. Mentored implementation programs are brilliant because they go beyond providing sites with data, a few research papers, and some written recommendations. They really dig down into the true spirit of mentoring with a team.

At Hurley Medical Center, we went “all in” with our pediatric residency. What was most encouraging was that by the end of the year, the I-PASS recommendations and processes were standard practice and fully integrated into the culture and workflow of the care teams.

I applaud these programs tremendously. That’s really how you impact change, and it’s the spark, energy, and momentum from both mentors and mentees that keeps the team on track.

Q: You are the immediate past president of the Michigan Chapter of SHM. What have been some of the biggest benefits of being involved with an SHM chapter?

A: When I first became involved with SHM, there had been a Northern Michigan Chapter, but since SHM seeks to have regional chapters that cater to local audiences, I and some of my colleagues set out to develop a Southern Michigan Chapter. We developed our chapter and designed our meetings with support from SHM’s Chapter Support Committee.

At a typical meeting, we typically host an hour of cocktails with some hors d’oeuvres to provide an opportunity for networking and fellowship. The personal connections are at the heart of these meetings. From the content side, we always have a speaker to talk about issues germane to hospitalists. These are not just run-of-the-mill grand rounds discussions but rather information on clinical updates or the business and policy side of hospital medicine.

In our chapter, we also cycle leadership each year, using a “see one, do one, teach one” approach with our vice president-elect, president, and immediate past president to ensure proper development and continuity.

Moving forward, we are trying to reach out to medical students on a more regular basis. If you’re in your third year of medical school, it’s beneficial to start talking informally to hospitalists from multiple organizations in the state and get a feel for what a career in hospital medicine is like. How amazing would it be to walk in and interview for residency with a person you had dinner with a few months ago?

Q: SHM’s Board of Directors recently approved a Chapter Development Fund to support innovative initiatives that drive engagement on a local level. Explain the potential impact you see this having on chapters and, more broadly, SHM’s membership and hospital medicine.

A: Since our chapter’s inception, we have been able to expand our reach and stream our content to other parts of the state on the Internet. Part of the reason we have been able to do this is due to support from a Chapter Development Fund recently approved by SHM’s Board of Directors. As a result, we have turned our Southern Michigan Chapter into a statewide chapter with virtual sites. At the last meeting, we had over 75 attendees between our physical site and our “satellite site” in Michigan.

Our next project is to apply for funding to provide first- and second-year residents with free membership for a year through our chapter to expose them to the resources SHM has available to them and get their foot in the door with the organization. At a recent co-sponsored statewide meeting with the American College of Physicians, we were able to sign up 20 residents as new members of SHM, and our chapter paid their dues as an investment into our specialty.

Q: Any closing thoughts?

A: If there’s one thing I haven’t yet shared that I feel quite passionately about, it’s that SHM has such a robust library of educational resources that all hospitalists should be aware of, especially SHM’s annual meeting. It’s extraordinarily clinical and features a sizeable amount of content for grassroots clinicians and hospital leaders, including the best speakers in the field. On top of the educational components, the networking possibilities with hospitalists across the country make the annual meeting a prime example of the value SHM offers.

I’ve also been fortunate to have been involved with developing enduring materials on SHM’s Learning Portal, some of which are available without cost due to grant funding. The fact that SHM has pursued this funding and made some of these resources available to hospitalists outside of SHM’s membership embodies the organization’s mission of not only teaching doctors how to take better care of patients but helping patients get better—one of many reasons I am proud to be an active member. TH

Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/getinvolved for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Scott Kaatz, DO, MSc, FACP, SFHM, a hospitalist at Henry Ford Hospital in Detroit. In addition to being an active SHM member, he is immediate past president of SHM’s Michigan Chapter and has been involved in multiple mentored implementation (MI) programs offered by SHM’s Center for Hospital Innovation and Improvement.

Question: What inspired you to begin working in hospital medicine and later join and become so involved with SHM?

Answer: For most of my career, I’ve been at Henry Ford Hospital in Detroit, including during my internal medicine residency. After residency, I was a primary-care physician there, and I rounded three to four months out of the year in the hospital with traditional house staff model. Four years ago, I transitioned to another role as a chief quality officer at Hurley Medical Center in Flint, Mich. While in Flint, I didn’t have a clinic and was strictly a hospitalist, spending about four months a year rounding.

When my career path led me to mostly inpatient work in the hospital, I became more involved not only with hospital medicine but with SHM. As of this past June, I went back home to Henry Ford as a full-time hospitalist. I now focus my attention on hospital medicine for eight months of the year, with some protected time for faculty development and scholarly activities for residents and junior faculty in the division of hospital medicine.

Q: How has your involvement with SHM’s mentored implementation programs impacted your practice and led to improved patient care?

A: After participating in the venous thromboembolism (VTE) mentored implementation program, I became a participant as a mentee site for I-PASS, a program focused on improving communication between providers during patient handoffs. During my time with the I-PASS team, I could sense the commitment and energy to improving handoffs not only at my site but at other participant sites nationwide during our regular check-in calls. Mentored implementation programs are brilliant because they go beyond providing sites with data, a few research papers, and some written recommendations. They really dig down into the true spirit of mentoring with a team.

At Hurley Medical Center, we went “all in” with our pediatric residency. What was most encouraging was that by the end of the year, the I-PASS recommendations and processes were standard practice and fully integrated into the culture and workflow of the care teams.

I applaud these programs tremendously. That’s really how you impact change, and it’s the spark, energy, and momentum from both mentors and mentees that keeps the team on track.

Q: You are the immediate past president of the Michigan Chapter of SHM. What have been some of the biggest benefits of being involved with an SHM chapter?

A: When I first became involved with SHM, there had been a Northern Michigan Chapter, but since SHM seeks to have regional chapters that cater to local audiences, I and some of my colleagues set out to develop a Southern Michigan Chapter. We developed our chapter and designed our meetings with support from SHM’s Chapter Support Committee.

At a typical meeting, we typically host an hour of cocktails with some hors d’oeuvres to provide an opportunity for networking and fellowship. The personal connections are at the heart of these meetings. From the content side, we always have a speaker to talk about issues germane to hospitalists. These are not just run-of-the-mill grand rounds discussions but rather information on clinical updates or the business and policy side of hospital medicine.

In our chapter, we also cycle leadership each year, using a “see one, do one, teach one” approach with our vice president-elect, president, and immediate past president to ensure proper development and continuity.

Moving forward, we are trying to reach out to medical students on a more regular basis. If you’re in your third year of medical school, it’s beneficial to start talking informally to hospitalists from multiple organizations in the state and get a feel for what a career in hospital medicine is like. How amazing would it be to walk in and interview for residency with a person you had dinner with a few months ago?

Q: SHM’s Board of Directors recently approved a Chapter Development Fund to support innovative initiatives that drive engagement on a local level. Explain the potential impact you see this having on chapters and, more broadly, SHM’s membership and hospital medicine.

A: Since our chapter’s inception, we have been able to expand our reach and stream our content to other parts of the state on the Internet. Part of the reason we have been able to do this is due to support from a Chapter Development Fund recently approved by SHM’s Board of Directors. As a result, we have turned our Southern Michigan Chapter into a statewide chapter with virtual sites. At the last meeting, we had over 75 attendees between our physical site and our “satellite site” in Michigan.

Our next project is to apply for funding to provide first- and second-year residents with free membership for a year through our chapter to expose them to the resources SHM has available to them and get their foot in the door with the organization. At a recent co-sponsored statewide meeting with the American College of Physicians, we were able to sign up 20 residents as new members of SHM, and our chapter paid their dues as an investment into our specialty.

Q: Any closing thoughts?

A: If there’s one thing I haven’t yet shared that I feel quite passionately about, it’s that SHM has such a robust library of educational resources that all hospitalists should be aware of, especially SHM’s annual meeting. It’s extraordinarily clinical and features a sizeable amount of content for grassroots clinicians and hospital leaders, including the best speakers in the field. On top of the educational components, the networking possibilities with hospitalists across the country make the annual meeting a prime example of the value SHM offers.

I’ve also been fortunate to have been involved with developing enduring materials on SHM’s Learning Portal, some of which are available without cost due to grant funding. The fact that SHM has pursued this funding and made some of these resources available to hospitalists outside of SHM’s membership embodies the organization’s mission of not only teaching doctors how to take better care of patients but helping patients get better—one of many reasons I am proud to be an active member. TH

Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/getinvolved for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Scott Kaatz, DO, MSc, FACP, SFHM, a hospitalist at Henry Ford Hospital in Detroit. In addition to being an active SHM member, he is immediate past president of SHM’s Michigan Chapter and has been involved in multiple mentored implementation (MI) programs offered by SHM’s Center for Hospital Innovation and Improvement.

Question: What inspired you to begin working in hospital medicine and later join and become so involved with SHM?

Answer: For most of my career, I’ve been at Henry Ford Hospital in Detroit, including during my internal medicine residency. After residency, I was a primary-care physician there, and I rounded three to four months out of the year in the hospital with traditional house staff model. Four years ago, I transitioned to another role as a chief quality officer at Hurley Medical Center in Flint, Mich. While in Flint, I didn’t have a clinic and was strictly a hospitalist, spending about four months a year rounding.

When my career path led me to mostly inpatient work in the hospital, I became more involved not only with hospital medicine but with SHM. As of this past June, I went back home to Henry Ford as a full-time hospitalist. I now focus my attention on hospital medicine for eight months of the year, with some protected time for faculty development and scholarly activities for residents and junior faculty in the division of hospital medicine.

Q: How has your involvement with SHM’s mentored implementation programs impacted your practice and led to improved patient care?

A: After participating in the venous thromboembolism (VTE) mentored implementation program, I became a participant as a mentee site for I-PASS, a program focused on improving communication between providers during patient handoffs. During my time with the I-PASS team, I could sense the commitment and energy to improving handoffs not only at my site but at other participant sites nationwide during our regular check-in calls. Mentored implementation programs are brilliant because they go beyond providing sites with data, a few research papers, and some written recommendations. They really dig down into the true spirit of mentoring with a team.

At Hurley Medical Center, we went “all in” with our pediatric residency. What was most encouraging was that by the end of the year, the I-PASS recommendations and processes were standard practice and fully integrated into the culture and workflow of the care teams.

I applaud these programs tremendously. That’s really how you impact change, and it’s the spark, energy, and momentum from both mentors and mentees that keeps the team on track.

Q: You are the immediate past president of the Michigan Chapter of SHM. What have been some of the biggest benefits of being involved with an SHM chapter?

A: When I first became involved with SHM, there had been a Northern Michigan Chapter, but since SHM seeks to have regional chapters that cater to local audiences, I and some of my colleagues set out to develop a Southern Michigan Chapter. We developed our chapter and designed our meetings with support from SHM’s Chapter Support Committee.

At a typical meeting, we typically host an hour of cocktails with some hors d’oeuvres to provide an opportunity for networking and fellowship. The personal connections are at the heart of these meetings. From the content side, we always have a speaker to talk about issues germane to hospitalists. These are not just run-of-the-mill grand rounds discussions but rather information on clinical updates or the business and policy side of hospital medicine.

In our chapter, we also cycle leadership each year, using a “see one, do one, teach one” approach with our vice president-elect, president, and immediate past president to ensure proper development and continuity.

Moving forward, we are trying to reach out to medical students on a more regular basis. If you’re in your third year of medical school, it’s beneficial to start talking informally to hospitalists from multiple organizations in the state and get a feel for what a career in hospital medicine is like. How amazing would it be to walk in and interview for residency with a person you had dinner with a few months ago?

Q: SHM’s Board of Directors recently approved a Chapter Development Fund to support innovative initiatives that drive engagement on a local level. Explain the potential impact you see this having on chapters and, more broadly, SHM’s membership and hospital medicine.

A: Since our chapter’s inception, we have been able to expand our reach and stream our content to other parts of the state on the Internet. Part of the reason we have been able to do this is due to support from a Chapter Development Fund recently approved by SHM’s Board of Directors. As a result, we have turned our Southern Michigan Chapter into a statewide chapter with virtual sites. At the last meeting, we had over 75 attendees between our physical site and our “satellite site” in Michigan.

Our next project is to apply for funding to provide first- and second-year residents with free membership for a year through our chapter to expose them to the resources SHM has available to them and get their foot in the door with the organization. At a recent co-sponsored statewide meeting with the American College of Physicians, we were able to sign up 20 residents as new members of SHM, and our chapter paid their dues as an investment into our specialty.

Q: Any closing thoughts?

A: If there’s one thing I haven’t yet shared that I feel quite passionately about, it’s that SHM has such a robust library of educational resources that all hospitalists should be aware of, especially SHM’s annual meeting. It’s extraordinarily clinical and features a sizeable amount of content for grassroots clinicians and hospital leaders, including the best speakers in the field. On top of the educational components, the networking possibilities with hospitalists across the country make the annual meeting a prime example of the value SHM offers.

I’ve also been fortunate to have been involved with developing enduring materials on SHM’s Learning Portal, some of which are available without cost due to grant funding. The fact that SHM has pursued this funding and made some of these resources available to hospitalists outside of SHM’s membership embodies the organization’s mission of not only teaching doctors how to take better care of patients but helping patients get better—one of many reasons I am proud to be an active member. TH

Brian Harte, MD, SFHM, longtime member of the Society of Hospital Medicine (SHM) and now president of its Board of Directors, was recently named president of Cleveland Clinic Akron General and the Southern Region. He previously served as president of Cleveland Clinic Hillcrest Hospital, the 500-bed flagship for the Cleveland Clinic Health System.

The Hospitalist spoke with Dr. Harte about SHM’s impact on his career and how he sees hospitalists’ roles growing in an evolving health system.

Question: In your speech at Hospital Medicine 2016 in San Diego, you referenced the critical need for hospitalists to explore opportunities to grow both personally and professionally, with SHM as a means of support. How has SHM been that support for you throughout your career from hospitalist to hospitalist leader?

Answer: Hospital medicine is a fantastic career because there are so many opportunities available to us. SHM supports our members in finding their own career paths in a number of ways. For example, Leadership Academy is a valuable resource to develop leadership skills from basic to advanced. More generally, SHM provides many role models and networking opportunities to allow others to learn from hospital medicine professionals and healthcare leaders and help them advance their careers.

Q: Tell us a bit about your expanded role at Cleveland Clinic Health System and how you can leverage SHM as a way to accomplish your goals in this new position.

A: I’ve been at Cleveland Clinic for 12 years, both as a hospitalist and in a number of leadership positions. After having served as president of Cleveland Clinic Hillcrest Hospital, I have a new role now as president of one of their newly acquired hospitals in Akron, Cleveland Clinic Akron General Hospital. Both are community hospitals within the Cleveland Clinic’s integrated healthcare network.

In my new role, I will be overseeing and facilitating the process of integration, and I’m really looking forward to it as a new challenge. I am particularly interested in how other health system and hospital executives who are hospitalists within SHM can help guide me and provide advice on how they have taken on challenges, built bridges, and overseen integration within other organizations.

Q: How does the career path of a hospitalist lend itself to leadership opportunities in a way that some other specialties may not?

A: Being a hospitalist lends itself to an almost limitless set of very interesting and rewarding career paths, both within and outside of pure clinical medicine. Hospitalists tend to have a very close relationship with administration, not just around clinical issues but around performance measurement and management. Because of this, we learn on the job about what leadership really consists of and that effective hospitalists are, by definition, effective leaders. What we do every day, functioning within and ultimately leading high-performing teams, epitomizes experiential leadership development.

SHM is positioned to help guide our members both in identifying their career paths and continuing to follow that path through events like Leadership Academy, Annual Meeting, and other networking opportunities that allow them to meet other hospitalists who have already walked down similar paths. We can help guide each other in terms of avoiding some of the pitfalls we have experienced but also by discovering opportunities and how to take advantage of them.

Q: Moving forward, how can hospitalists demonstrate the value that they add to the healthcare landscape both in practice and from a leadership perspective?

A: Since hospital medicine’s inception, hospitalists have had to show the value that they add to patient care, to hospitals, and to the healthcare system. As we move into an era of alternative payment models (APMs) and healthcare reform, the need to do that for all physicians will only be greater. Hospitalists are extremely well positioned to demonstrate value partly because we have been doing that all along in terms of improving patient care, quality outcomes, or performance measurements that the hospital is keeping track of.

We’re going to have to be stronger advocates for the value we provide to the healthcare system in terms of outcomes for patients as well as cost and efficiency. I know SHM will continue to help our members and the leaders within our membership develop the skills needed to do that.

Brian Harte, MD, SFHM, longtime member of the Society of Hospital Medicine (SHM) and now president of its Board of Directors, was recently named president of Cleveland Clinic Akron General and the Southern Region. He previously served as president of Cleveland Clinic Hillcrest Hospital, the 500-bed flagship for the Cleveland Clinic Health System.

The Hospitalist spoke with Dr. Harte about SHM’s impact on his career and how he sees hospitalists’ roles growing in an evolving health system.

Question: In your speech at Hospital Medicine 2016 in San Diego, you referenced the critical need for hospitalists to explore opportunities to grow both personally and professionally, with SHM as a means of support. How has SHM been that support for you throughout your career from hospitalist to hospitalist leader?

Answer: Hospital medicine is a fantastic career because there are so many opportunities available to us. SHM supports our members in finding their own career paths in a number of ways. For example, Leadership Academy is a valuable resource to develop leadership skills from basic to advanced. More generally, SHM provides many role models and networking opportunities to allow others to learn from hospital medicine professionals and healthcare leaders and help them advance their careers.

Q: Tell us a bit about your expanded role at Cleveland Clinic Health System and how you can leverage SHM as a way to accomplish your goals in this new position.

A: I’ve been at Cleveland Clinic for 12 years, both as a hospitalist and in a number of leadership positions. After having served as president of Cleveland Clinic Hillcrest Hospital, I have a new role now as president of one of their newly acquired hospitals in Akron, Cleveland Clinic Akron General Hospital. Both are community hospitals within the Cleveland Clinic’s integrated healthcare network.

In my new role, I will be overseeing and facilitating the process of integration, and I’m really looking forward to it as a new challenge. I am particularly interested in how other health system and hospital executives who are hospitalists within SHM can help guide me and provide advice on how they have taken on challenges, built bridges, and overseen integration within other organizations.

Q: How does the career path of a hospitalist lend itself to leadership opportunities in a way that some other specialties may not?

A: Being a hospitalist lends itself to an almost limitless set of very interesting and rewarding career paths, both within and outside of pure clinical medicine. Hospitalists tend to have a very close relationship with administration, not just around clinical issues but around performance measurement and management. Because of this, we learn on the job about what leadership really consists of and that effective hospitalists are, by definition, effective leaders. What we do every day, functioning within and ultimately leading high-performing teams, epitomizes experiential leadership development.

SHM is positioned to help guide our members both in identifying their career paths and continuing to follow that path through events like Leadership Academy, Annual Meeting, and other networking opportunities that allow them to meet other hospitalists who have already walked down similar paths. We can help guide each other in terms of avoiding some of the pitfalls we have experienced but also by discovering opportunities and how to take advantage of them.

Q: Moving forward, how can hospitalists demonstrate the value that they add to the healthcare landscape both in practice and from a leadership perspective?

A: Since hospital medicine’s inception, hospitalists have had to show the value that they add to patient care, to hospitals, and to the healthcare system. As we move into an era of alternative payment models (APMs) and healthcare reform, the need to do that for all physicians will only be greater. Hospitalists are extremely well positioned to demonstrate value partly because we have been doing that all along in terms of improving patient care, quality outcomes, or performance measurements that the hospital is keeping track of.

We’re going to have to be stronger advocates for the value we provide to the healthcare system in terms of outcomes for patients as well as cost and efficiency. I know SHM will continue to help our members and the leaders within our membership develop the skills needed to do that.

Brian Harte, MD, SFHM, longtime member of the Society of Hospital Medicine (SHM) and now president of its Board of Directors, was recently named president of Cleveland Clinic Akron General and the Southern Region. He previously served as president of Cleveland Clinic Hillcrest Hospital, the 500-bed flagship for the Cleveland Clinic Health System.

The Hospitalist spoke with Dr. Harte about SHM’s impact on his career and how he sees hospitalists’ roles growing in an evolving health system.

Question: In your speech at Hospital Medicine 2016 in San Diego, you referenced the critical need for hospitalists to explore opportunities to grow both personally and professionally, with SHM as a means of support. How has SHM been that support for you throughout your career from hospitalist to hospitalist leader?

Answer: Hospital medicine is a fantastic career because there are so many opportunities available to us. SHM supports our members in finding their own career paths in a number of ways. For example, Leadership Academy is a valuable resource to develop leadership skills from basic to advanced. More generally, SHM provides many role models and networking opportunities to allow others to learn from hospital medicine professionals and healthcare leaders and help them advance their careers.

Q: Tell us a bit about your expanded role at Cleveland Clinic Health System and how you can leverage SHM as a way to accomplish your goals in this new position.

A: I’ve been at Cleveland Clinic for 12 years, both as a hospitalist and in a number of leadership positions. After having served as president of Cleveland Clinic Hillcrest Hospital, I have a new role now as president of one of their newly acquired hospitals in Akron, Cleveland Clinic Akron General Hospital. Both are community hospitals within the Cleveland Clinic’s integrated healthcare network.

In my new role, I will be overseeing and facilitating the process of integration, and I’m really looking forward to it as a new challenge. I am particularly interested in how other health system and hospital executives who are hospitalists within SHM can help guide me and provide advice on how they have taken on challenges, built bridges, and overseen integration within other organizations.

Q: How does the career path of a hospitalist lend itself to leadership opportunities in a way that some other specialties may not?

A: Being a hospitalist lends itself to an almost limitless set of very interesting and rewarding career paths, both within and outside of pure clinical medicine. Hospitalists tend to have a very close relationship with administration, not just around clinical issues but around performance measurement and management. Because of this, we learn on the job about what leadership really consists of and that effective hospitalists are, by definition, effective leaders. What we do every day, functioning within and ultimately leading high-performing teams, epitomizes experiential leadership development.

SHM is positioned to help guide our members both in identifying their career paths and continuing to follow that path through events like Leadership Academy, Annual Meeting, and other networking opportunities that allow them to meet other hospitalists who have already walked down similar paths. We can help guide each other in terms of avoiding some of the pitfalls we have experienced but also by discovering opportunities and how to take advantage of them.

Q: Moving forward, how can hospitalists demonstrate the value that they add to the healthcare landscape both in practice and from a leadership perspective?

A: Since hospital medicine’s inception, hospitalists have had to show the value that they add to patient care, to hospitals, and to the healthcare system. As we move into an era of alternative payment models (APMs) and healthcare reform, the need to do that for all physicians will only be greater. Hospitalists are extremely well positioned to demonstrate value partly because we have been doing that all along in terms of improving patient care, quality outcomes, or performance measurements that the hospital is keeping track of.

We’re going to have to be stronger advocates for the value we provide to the healthcare system in terms of outcomes for patients as well as cost and efficiency. I know SHM will continue to help our members and the leaders within our membership develop the skills needed to do that.

Editor’s note: As SHM celebrates the “Year of the Hospitalist,” we’re putting the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/yoth for more information on how you can join the yearlong celebration and help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Moises Auron, MD, SFHM, a dual internal medicine/pediatrics hospitalist at the Cleveland Clinic. He is board certified in internal medicine and pediatrics and serves as associate professor of medicine and pediatrics at the Cleveland Clinic Lerner College of Medicine of Case Western Reserve University.

Question: What inspired you to begin working in hospital medicine and later join SHM?

Answer: I joined SHM as a third-year med-peds resident, influenced by my mentor and teacher, Dr. James C. Pile. I completed my medicine and perioperative consult rotation with him, and it was the first time in ages that anybody had served as such a motivating role model. He gave me a collection of The Hospitalist newsmagazines focused on perioperative medicine as well as a pack of articles around pertinent subjects for an internal medicine consultation service. It was a breath of fresh air; I found an entirely new niche in medicine. And in addition, he demonstrated to me how being a hospitalist was a fundamental pillar of patient care within the healthcare system. He showed me the elements of a thorough and pertinent system-based practice.

I met SHM CEO Dr. Larry Wellikson and the SHM team during a meeting in Philadelphia about 10 years ago and became even more acquainted with the society and its goals. I became a member on the spot. As a resident, I loved receiving both The Hospitalist and the Journal of Hospital Medicine. Both helped me also in my initial job search during my senior year of residency as well as with familiarizing myself with the latest hospital medicine literature. In short, being a member of SHM helped me cement my professional career path to hospital medicine.

Q: How has SHM provided you with resources to improve patient care and further your career?

I had the privilege of attending the Academic Hospitalist Academy and the Quality and Safety Educators Academy as well; both have helped me foster further goals in my career as well as achieve substantial professional and personal satisfaction.

The most important aspect of my membership has been becoming acquainted with a tremendous group of talented human beings, including both the SHM staff as well as hospitalist colleagues. The strength of SHM is its people: passionate providers and administrators who aim to make a better world for patients and doctors.

Q: What is your proudest moment working in hospital medicine?

A: Every single day of my job. As an academic hospitalist and a quality officer at my institution, I take tremendous pride in my job. I define ourselves as the super-internists; we are a quaternary medical center that cares for patients referred from all over the nation, and we need to elucidate obscure diagnoses and aim to offer a treatment and hope.

To me, what is more important is when I witness my residents being actively mindful about preventing harm: when they hardwire best practices such as good hand hygiene, precautions for prevention of falls, risk mitigation associated with any medical intervention … The list goes on. When I appreciate that behavior that becomes my proudest moment because I know that they will ensure the best outcomes for our patients and that I have made an impact.

Q: What do you see as the biggest opportunity for hospitalists as healthcare continues to evolve, and how can hospitalists rise to the challenge?

A: As the saying goes, “One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.” We need to anticipate the way American healthcare is being delivered. The business model is changing, and the payment system is transitioning. Quality is being leveraged as a tool to decrease costs of care.

Hospitalists need to be creative in capitalizing on each individual patient encounter to maximize communication with other members of the healthcare team and use the patient’s hospitalization time strategically. We need to be the savings experts. We can recognize areas where unnecessary expenditure is used by having a lean mind and focusing on removing waste that will not impact our patients. We are the experts on the front line—we need to share the feedback to the leadership.

Q: What advice would you give to future providers considering a career in hospital medicine?

A: Become an SHM member early in your residency, aim to present a poster, participate at an SHM meeting, and engage in the networking process. SHM offers educational initiatives (e.g., Leadership Academy, Academic Hospitalist Academy, Quality and Safety Educators Academy), quality improvement programs (e.g., BOOST and Glycemic Control), and educational content to ensure your success in the Focused Practice in Hospital Medicine exam via the SHM SPARK tool.

Why so early? Because all of these resources help to build a sense of purpose and help to answer the question, “Where do I want to be five years from now?” Networking is fundamental, especially as it gives the opportunity to develop potential mentorship relationships and create teams for future collaboration endeavors.

Editor’s note: As SHM celebrates the “Year of the Hospitalist,” we’re putting the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/yoth for more information on how you can join the yearlong celebration and help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Moises Auron, MD, SFHM, a dual internal medicine/pediatrics hospitalist at the Cleveland Clinic. He is board certified in internal medicine and pediatrics and serves as associate professor of medicine and pediatrics at the Cleveland Clinic Lerner College of Medicine of Case Western Reserve University.

Question: What inspired you to begin working in hospital medicine and later join SHM?

Answer: I joined SHM as a third-year med-peds resident, influenced by my mentor and teacher, Dr. James C. Pile. I completed my medicine and perioperative consult rotation with him, and it was the first time in ages that anybody had served as such a motivating role model. He gave me a collection of The Hospitalist newsmagazines focused on perioperative medicine as well as a pack of articles around pertinent subjects for an internal medicine consultation service. It was a breath of fresh air; I found an entirely new niche in medicine. And in addition, he demonstrated to me how being a hospitalist was a fundamental pillar of patient care within the healthcare system. He showed me the elements of a thorough and pertinent system-based practice.

I met SHM CEO Dr. Larry Wellikson and the SHM team during a meeting in Philadelphia about 10 years ago and became even more acquainted with the society and its goals. I became a member on the spot. As a resident, I loved receiving both The Hospitalist and the Journal of Hospital Medicine. Both helped me also in my initial job search during my senior year of residency as well as with familiarizing myself with the latest hospital medicine literature. In short, being a member of SHM helped me cement my professional career path to hospital medicine.

Q: How has SHM provided you with resources to improve patient care and further your career?

I had the privilege of attending the Academic Hospitalist Academy and the Quality and Safety Educators Academy as well; both have helped me foster further goals in my career as well as achieve substantial professional and personal satisfaction.

The most important aspect of my membership has been becoming acquainted with a tremendous group of talented human beings, including both the SHM staff as well as hospitalist colleagues. The strength of SHM is its people: passionate providers and administrators who aim to make a better world for patients and doctors.

Q: What is your proudest moment working in hospital medicine?

A: Every single day of my job. As an academic hospitalist and a quality officer at my institution, I take tremendous pride in my job. I define ourselves as the super-internists; we are a quaternary medical center that cares for patients referred from all over the nation, and we need to elucidate obscure diagnoses and aim to offer a treatment and hope.

To me, what is more important is when I witness my residents being actively mindful about preventing harm: when they hardwire best practices such as good hand hygiene, precautions for prevention of falls, risk mitigation associated with any medical intervention … The list goes on. When I appreciate that behavior that becomes my proudest moment because I know that they will ensure the best outcomes for our patients and that I have made an impact.

Q: What do you see as the biggest opportunity for hospitalists as healthcare continues to evolve, and how can hospitalists rise to the challenge?

A: As the saying goes, “One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.” We need to anticipate the way American healthcare is being delivered. The business model is changing, and the payment system is transitioning. Quality is being leveraged as a tool to decrease costs of care.

Hospitalists need to be creative in capitalizing on each individual patient encounter to maximize communication with other members of the healthcare team and use the patient’s hospitalization time strategically. We need to be the savings experts. We can recognize areas where unnecessary expenditure is used by having a lean mind and focusing on removing waste that will not impact our patients. We are the experts on the front line—we need to share the feedback to the leadership.

Q: What advice would you give to future providers considering a career in hospital medicine?

A: Become an SHM member early in your residency, aim to present a poster, participate at an SHM meeting, and engage in the networking process. SHM offers educational initiatives (e.g., Leadership Academy, Academic Hospitalist Academy, Quality and Safety Educators Academy), quality improvement programs (e.g., BOOST and Glycemic Control), and educational content to ensure your success in the Focused Practice in Hospital Medicine exam via the SHM SPARK tool.

Why so early? Because all of these resources help to build a sense of purpose and help to answer the question, “Where do I want to be five years from now?” Networking is fundamental, especially as it gives the opportunity to develop potential mentorship relationships and create teams for future collaboration endeavors.

Editor’s note: As SHM celebrates the “Year of the Hospitalist,” we’re putting the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Log on to www.hospitalmedicine.org/yoth for more information on how you can join the yearlong celebration and help SHM improve the care of hospitalized patients.

This month, The Hospitalist spotlights Moises Auron, MD, SFHM, a dual internal medicine/pediatrics hospitalist at the Cleveland Clinic. He is board certified in internal medicine and pediatrics and serves as associate professor of medicine and pediatrics at the Cleveland Clinic Lerner College of Medicine of Case Western Reserve University.

Question: What inspired you to begin working in hospital medicine and later join SHM?

Answer: I joined SHM as a third-year med-peds resident, influenced by my mentor and teacher, Dr. James C. Pile. I completed my medicine and perioperative consult rotation with him, and it was the first time in ages that anybody had served as such a motivating role model. He gave me a collection of The Hospitalist newsmagazines focused on perioperative medicine as well as a pack of articles around pertinent subjects for an internal medicine consultation service. It was a breath of fresh air; I found an entirely new niche in medicine. And in addition, he demonstrated to me how being a hospitalist was a fundamental pillar of patient care within the healthcare system. He showed me the elements of a thorough and pertinent system-based practice.

I met SHM CEO Dr. Larry Wellikson and the SHM team during a meeting in Philadelphia about 10 years ago and became even more acquainted with the society and its goals. I became a member on the spot. As a resident, I loved receiving both The Hospitalist and the Journal of Hospital Medicine. Both helped me also in my initial job search during my senior year of residency as well as with familiarizing myself with the latest hospital medicine literature. In short, being a member of SHM helped me cement my professional career path to hospital medicine.

Q: How has SHM provided you with resources to improve patient care and further your career?

I had the privilege of attending the Academic Hospitalist Academy and the Quality and Safety Educators Academy as well; both have helped me foster further goals in my career as well as achieve substantial professional and personal satisfaction.

The most important aspect of my membership has been becoming acquainted with a tremendous group of talented human beings, including both the SHM staff as well as hospitalist colleagues. The strength of SHM is its people: passionate providers and administrators who aim to make a better world for patients and doctors.

Q: What is your proudest moment working in hospital medicine?

A: Every single day of my job. As an academic hospitalist and a quality officer at my institution, I take tremendous pride in my job. I define ourselves as the super-internists; we are a quaternary medical center that cares for patients referred from all over the nation, and we need to elucidate obscure diagnoses and aim to offer a treatment and hope.

To me, what is more important is when I witness my residents being actively mindful about preventing harm: when they hardwire best practices such as good hand hygiene, precautions for prevention of falls, risk mitigation associated with any medical intervention … The list goes on. When I appreciate that behavior that becomes my proudest moment because I know that they will ensure the best outcomes for our patients and that I have made an impact.

Q: What do you see as the biggest opportunity for hospitalists as healthcare continues to evolve, and how can hospitalists rise to the challenge?

A: As the saying goes, “One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.” We need to anticipate the way American healthcare is being delivered. The business model is changing, and the payment system is transitioning. Quality is being leveraged as a tool to decrease costs of care.

Hospitalists need to be creative in capitalizing on each individual patient encounter to maximize communication with other members of the healthcare team and use the patient’s hospitalization time strategically. We need to be the savings experts. We can recognize areas where unnecessary expenditure is used by having a lean mind and focusing on removing waste that will not impact our patients. We are the experts on the front line—we need to share the feedback to the leadership.

Q: What advice would you give to future providers considering a career in hospital medicine?

A: Become an SHM member early in your residency, aim to present a poster, participate at an SHM meeting, and engage in the networking process. SHM offers educational initiatives (e.g., Leadership Academy, Academic Hospitalist Academy, Quality and Safety Educators Academy), quality improvement programs (e.g., BOOST and Glycemic Control), and educational content to ensure your success in the Focused Practice in Hospital Medicine exam via the SHM SPARK tool.

Why so early? Because all of these resources help to build a sense of purpose and help to answer the question, “Where do I want to be five years from now?” Networking is fundamental, especially as it gives the opportunity to develop potential mentorship relationships and create teams for future collaboration endeavors.

In conjunction with the Centers for Disease Control & Prevention’s Get Smart about Antibiotics Week, SHM is committed to promoting improved antibiotic-prescribing behaviors among the nation’s hospitalists through its “Fight the Resistance” awareness campaign.

Display SHM’s three downloadable “Fight the Resistance” posters, available at www.fighttheresistance.org. Hang them in your break rooms, hallways, or other high-profile locations to help remind your colleagues about the dangers of antibiotic resistance. SHM will be launching a mentored implementation program on antibiotics in early 2017. To be notified when the program becomes available, visit www.hospitalmedicine.org/ABX16.

In conjunction with the Centers for Disease Control & Prevention’s Get Smart about Antibiotics Week, SHM is committed to promoting improved antibiotic-prescribing behaviors among the nation’s hospitalists through its “Fight the Resistance” awareness campaign.

Display SHM’s three downloadable “Fight the Resistance” posters, available at www.fighttheresistance.org. Hang them in your break rooms, hallways, or other high-profile locations to help remind your colleagues about the dangers of antibiotic resistance. SHM will be launching a mentored implementation program on antibiotics in early 2017. To be notified when the program becomes available, visit www.hospitalmedicine.org/ABX16.

In conjunction with the Centers for Disease Control & Prevention’s Get Smart about Antibiotics Week, SHM is committed to promoting improved antibiotic-prescribing behaviors among the nation’s hospitalists through its “Fight the Resistance” awareness campaign.

Display SHM’s three downloadable “Fight the Resistance” posters, available at www.fighttheresistance.org. Hang them in your break rooms, hallways, or other high-profile locations to help remind your colleagues about the dangers of antibiotic resistance. SHM will be launching a mentored implementation program on antibiotics in early 2017. To be notified when the program becomes available, visit www.hospitalmedicine.org/ABX16.

There is no better time than American Diabetes Month to learn more about SHM’s Glycemic Control Program. Find out how your institution can submit point-of-care data to SHM’s Data Center, generate monthly reports, and be included in the national glucometrics benchmark report. Hospital systems are also encouraged to subscribe in order to track their individual performance as well as compare overall performance.

View a recent case study on three sites that demonstrated more rapid definitive improvements in measurable outcomes with the mentoring program, driving change through ongoing objective support, data collection, and analysis. Don’t wait: Be one of the 100 hospitals nationwide supported by SHM’s respected Glycemic Control Program. Learn more at www.hospitalmedicine.org/gc.

There is no better time than American Diabetes Month to learn more about SHM’s Glycemic Control Program. Find out how your institution can submit point-of-care data to SHM’s Data Center, generate monthly reports, and be included in the national glucometrics benchmark report. Hospital systems are also encouraged to subscribe in order to track their individual performance as well as compare overall performance.

View a recent case study on three sites that demonstrated more rapid definitive improvements in measurable outcomes with the mentoring program, driving change through ongoing objective support, data collection, and analysis. Don’t wait: Be one of the 100 hospitals nationwide supported by SHM’s respected Glycemic Control Program. Learn more at www.hospitalmedicine.org/gc.

There is no better time than American Diabetes Month to learn more about SHM’s Glycemic Control Program. Find out how your institution can submit point-of-care data to SHM’s Data Center, generate monthly reports, and be included in the national glucometrics benchmark report. Hospital systems are also encouraged to subscribe in order to track their individual performance as well as compare overall performance.

View a recent case study on three sites that demonstrated more rapid definitive improvements in measurable outcomes with the mentoring program, driving change through ongoing objective support, data collection, and analysis. Don’t wait: Be one of the 100 hospitals nationwide supported by SHM’s respected Glycemic Control Program. Learn more at www.hospitalmedicine.org/gc.

Now through December 31, 2016, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members. Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member.
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members.
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members.
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members.

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to Hospital Medicine 2017 in Las Vegas.

Now through December 31, 2016, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members. Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member.
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members.
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members.
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members.

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to Hospital Medicine 2017 in Las Vegas.

Now through December 31, 2016, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members. Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member.
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members.
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members.
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members.

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to Hospital Medicine 2017 in Las Vegas.

SHM recently partnered with the Human Diagnosis Project, also referred to as Human Dx, for Global Morning Report. Human Dx is the world’s first open diagnostic system, which aims to understand the fundamental data structure of diagnosis and considerably impact the future cost of, access to, and effectiveness of healthcare globally.

The Hospitalist spoke with Shantanu Nundy, MD, MBA, a primary-care physician for the Human Diagnosis Project, to learn more about its inception and SHM’s partnership.

Question: How did the Global Morning Report project start?

Answer: We were at the University of California, San Francisco (UCSF), working on a morning report with master diagnostician Gurpreet Dhaliwal, MD, when we had an “aha moment” of sorts. Instead of the typical morning report, which uses a whiteboard or slide deck, residents and Dr. Dhaliwal worked through the case using the Human Dx open case collaboration software. At the end of the morning report, the case was tweeted out on social media for anyone in the world to solve, and within minutes, a medical student in Bangladesh not only was able to access the case but also access insights from the UCSF residents and Dr. Dhaliwal. That’s when we realized we were onto something big.

Q: What are the goals of Human Dx and Global Morning Report?

A: Repeated, rapid cycles of practice, feedback, and reinforcement are key components of learning. Sports training is a useful analogy—the best athletes practice drills daily, often for hours a day, and monitor their performance rigorously—but the same can be said for many other professions, including musicians, chefs, and public speakers.

In medicine, we call seeing patients every day “practice.” But we aren’t practicing if we aren’t getting feedback and improving—we are just performing. None of us can hope to be the Michael Phelps, Yo-Yo Ma, or Grant Achatz of medicine that our patients deserve us to be without real practice.

Human Dx builds on the science of learning by enabling physicians and students to quickly test and get feedback on their clinical reasoning skills. This is done both by receiving input on their own cases as well as giving input on other contributors’ cases to compare their thinking with physicians and students from around the world. Our goal is for Global Morning Report to become the daily personalized workout schedule for doctors everywhere. What I’d like to see is that rigorous practice and pursuit of excellence in clinical reasoning, diagnosis, and management becoming a core part of the physician experience.

Q: What kind of feedback are you hearing from participants?

A: Doctors love it! Many tell us this is their daily Sudoku or crossword that they do every morning to wake their minds up on the way to work. And our numbers show it: The average active participant contributes five cases per week. And today, that’s without any CME credit or other clear reward other than learning and enjoyment.

That said, we have much to improve, and we aren’t resting on our laurels. The whole ethos of the Human Diagnosis Project is created and led by the global medical community. We are lucky to have an incredible community of physicians and trainees globally who keep us moving forward each day.

Q: Why was a partnership with SHM appealing for this project?

A: At Human Dx, we look at ourselves simply as enablers. We are making it possible for the global medical community to come together and build something important for current and future generations. As such, we want to work with the best institutions in medicine to take their expertise, content, and community and make them more available to the world. As one of the largest, fastest growing, and innovative communities in medicine, SHM is an ideal partner, and we count ourselves very fortunate to have your support.

Q: How can hospitalists participate?

A: Start contributing cases! Not every doctor is interested in medical education, technology, or policy, but every physician I know has great cases and insights to share with the world. My hope is that for physicians and medical students, contributing to Human Dx is their 10 minutes a day to be a part of something greater than themselves, allowing them to share their insights with humankind, build a resource for current and future generations, and, in doing so, renew the reasons that brought them to medicine in the first place and find joy in clinical practice. TH

Join the movement today and solve a case now at www.humandx.org/shm.

SHM recently partnered with the Human Diagnosis Project, also referred to as Human Dx, for Global Morning Report. Human Dx is the world’s first open diagnostic system, which aims to understand the fundamental data structure of diagnosis and considerably impact the future cost of, access to, and effectiveness of healthcare globally.

The Hospitalist spoke with Shantanu Nundy, MD, MBA, a primary-care physician for the Human Diagnosis Project, to learn more about its inception and SHM’s partnership.

Question: How did the Global Morning Report project start?

Answer: We were at the University of California, San Francisco (UCSF), working on a morning report with master diagnostician Gurpreet Dhaliwal, MD, when we had an “aha moment” of sorts. Instead of the typical morning report, which uses a whiteboard or slide deck, residents and Dr. Dhaliwal worked through the case using the Human Dx open case collaboration software. At the end of the morning report, the case was tweeted out on social media for anyone in the world to solve, and within minutes, a medical student in Bangladesh not only was able to access the case but also access insights from the UCSF residents and Dr. Dhaliwal. That’s when we realized we were onto something big.

Q: What are the goals of Human Dx and Global Morning Report?

A: Repeated, rapid cycles of practice, feedback, and reinforcement are key components of learning. Sports training is a useful analogy—the best athletes practice drills daily, often for hours a day, and monitor their performance rigorously—but the same can be said for many other professions, including musicians, chefs, and public speakers.

In medicine, we call seeing patients every day “practice.” But we aren’t practicing if we aren’t getting feedback and improving—we are just performing. None of us can hope to be the Michael Phelps, Yo-Yo Ma, or Grant Achatz of medicine that our patients deserve us to be without real practice.

Human Dx builds on the science of learning by enabling physicians and students to quickly test and get feedback on their clinical reasoning skills. This is done both by receiving input on their own cases as well as giving input on other contributors’ cases to compare their thinking with physicians and students from around the world. Our goal is for Global Morning Report to become the daily personalized workout schedule for doctors everywhere. What I’d like to see is that rigorous practice and pursuit of excellence in clinical reasoning, diagnosis, and management becoming a core part of the physician experience.

Q: What kind of feedback are you hearing from participants?

A: Doctors love it! Many tell us this is their daily Sudoku or crossword that they do every morning to wake their minds up on the way to work. And our numbers show it: The average active participant contributes five cases per week. And today, that’s without any CME credit or other clear reward other than learning and enjoyment.

That said, we have much to improve, and we aren’t resting on our laurels. The whole ethos of the Human Diagnosis Project is created and led by the global medical community. We are lucky to have an incredible community of physicians and trainees globally who keep us moving forward each day.

Q: Why was a partnership with SHM appealing for this project?

A: At Human Dx, we look at ourselves simply as enablers. We are making it possible for the global medical community to come together and build something important for current and future generations. As such, we want to work with the best institutions in medicine to take their expertise, content, and community and make them more available to the world. As one of the largest, fastest growing, and innovative communities in medicine, SHM is an ideal partner, and we count ourselves very fortunate to have your support.

Q: How can hospitalists participate?

A: Start contributing cases! Not every doctor is interested in medical education, technology, or policy, but every physician I know has great cases and insights to share with the world. My hope is that for physicians and medical students, contributing to Human Dx is their 10 minutes a day to be a part of something greater than themselves, allowing them to share their insights with humankind, build a resource for current and future generations, and, in doing so, renew the reasons that brought them to medicine in the first place and find joy in clinical practice. TH

Join the movement today and solve a case now at www.humandx.org/shm.

SHM recently partnered with the Human Diagnosis Project, also referred to as Human Dx, for Global Morning Report. Human Dx is the world’s first open diagnostic system, which aims to understand the fundamental data structure of diagnosis and considerably impact the future cost of, access to, and effectiveness of healthcare globally.

The Hospitalist spoke with Shantanu Nundy, MD, MBA, a primary-care physician for the Human Diagnosis Project, to learn more about its inception and SHM’s partnership.

Question: How did the Global Morning Report project start?

Answer: We were at the University of California, San Francisco (UCSF), working on a morning report with master diagnostician Gurpreet Dhaliwal, MD, when we had an “aha moment” of sorts. Instead of the typical morning report, which uses a whiteboard or slide deck, residents and Dr. Dhaliwal worked through the case using the Human Dx open case collaboration software. At the end of the morning report, the case was tweeted out on social media for anyone in the world to solve, and within minutes, a medical student in Bangladesh not only was able to access the case but also access insights from the UCSF residents and Dr. Dhaliwal. That’s when we realized we were onto something big.

Q: What are the goals of Human Dx and Global Morning Report?

A: Repeated, rapid cycles of practice, feedback, and reinforcement are key components of learning. Sports training is a useful analogy—the best athletes practice drills daily, often for hours a day, and monitor their performance rigorously—but the same can be said for many other professions, including musicians, chefs, and public speakers.

In medicine, we call seeing patients every day “practice.” But we aren’t practicing if we aren’t getting feedback and improving—we are just performing. None of us can hope to be the Michael Phelps, Yo-Yo Ma, or Grant Achatz of medicine that our patients deserve us to be without real practice.

Human Dx builds on the science of learning by enabling physicians and students to quickly test and get feedback on their clinical reasoning skills. This is done both by receiving input on their own cases as well as giving input on other contributors’ cases to compare their thinking with physicians and students from around the world. Our goal is for Global Morning Report to become the daily personalized workout schedule for doctors everywhere. What I’d like to see is that rigorous practice and pursuit of excellence in clinical reasoning, diagnosis, and management becoming a core part of the physician experience.

Q: What kind of feedback are you hearing from participants?

A: Doctors love it! Many tell us this is their daily Sudoku or crossword that they do every morning to wake their minds up on the way to work. And our numbers show it: The average active participant contributes five cases per week. And today, that’s without any CME credit or other clear reward other than learning and enjoyment.

That said, we have much to improve, and we aren’t resting on our laurels. The whole ethos of the Human Diagnosis Project is created and led by the global medical community. We are lucky to have an incredible community of physicians and trainees globally who keep us moving forward each day.

Q: Why was a partnership with SHM appealing for this project?

A: At Human Dx, we look at ourselves simply as enablers. We are making it possible for the global medical community to come together and build something important for current and future generations. As such, we want to work with the best institutions in medicine to take their expertise, content, and community and make them more available to the world. As one of the largest, fastest growing, and innovative communities in medicine, SHM is an ideal partner, and we count ourselves very fortunate to have your support.

Q: How can hospitalists participate?

A: Start contributing cases! Not every doctor is interested in medical education, technology, or policy, but every physician I know has great cases and insights to share with the world. My hope is that for physicians and medical students, contributing to Human Dx is their 10 minutes a day to be a part of something greater than themselves, allowing them to share their insights with humankind, build a resource for current and future generations, and, in doing so, renew the reasons that brought them to medicine in the first place and find joy in clinical practice. TH

Join the movement today and solve a case now at www.humandx.org/shm.

SHM is now accepting submissions for the Hospital Medicine 2017 (HM17) Research, Innovations, and Clinical Vignettes (RIV) abstract and poster competition. Seize the opportunity to present your research, innovative ideas, and clinical stories to a national audience at HM17, May 1–4, 2017, in Las Vegas. Learn more by visiting www.hospitalmedicine2017.org.

SHM strongly recommends that you complete your submission well ahead of the deadline of Monday, December 5, 2016. New to SHM? Registration for HM17 includes a complimentary one-year SHM membership. Register online prior to March 6, 2017, to receive the best registration rates.

SHM is now accepting submissions for the Hospital Medicine 2017 (HM17) Research, Innovations, and Clinical Vignettes (RIV) abstract and poster competition. Seize the opportunity to present your research, innovative ideas, and clinical stories to a national audience at HM17, May 1–4, 2017, in Las Vegas. Learn more by visiting www.hospitalmedicine2017.org.

SHM strongly recommends that you complete your submission well ahead of the deadline of Monday, December 5, 2016. New to SHM? Registration for HM17 includes a complimentary one-year SHM membership. Register online prior to March 6, 2017, to receive the best registration rates.

SHM is now accepting submissions for the Hospital Medicine 2017 (HM17) Research, Innovations, and Clinical Vignettes (RIV) abstract and poster competition. Seize the opportunity to present your research, innovative ideas, and clinical stories to a national audience at HM17, May 1–4, 2017, in Las Vegas. Learn more by visiting www.hospitalmedicine2017.org.

SHM strongly recommends that you complete your submission well ahead of the deadline of Monday, December 5, 2016. New to SHM? Registration for HM17 includes a complimentary one-year SHM membership. Register online prior to March 6, 2017, to receive the best registration rates.

The regular decision application is open through November 30, with a decision on or before December 31, 2016. Learn how you can join other hospitalists who have earned this exclusive designation and recognition at www.hospitalmedicine.org/fellows.

The regular decision application is open through November 30, with a decision on or before December 31, 2016. Learn how you can join other hospitalists who have earned this exclusive designation and recognition at www.hospitalmedicine.org/fellows.

The regular decision application is open through November 30, with a decision on or before December 31, 2016. Learn how you can join other hospitalists who have earned this exclusive designation and recognition at www.hospitalmedicine.org/fellows.