Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva
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0:11 - 0:14I had quite a normal life till I was 20.
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0:15 - 0:17I was a good student,
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0:17 - 0:20and I studied economics.
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0:20 - 0:23And then I made a radical choice.
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0:25 - 0:26I became a nurse.
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0:28 - 0:30I've got my wings,
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0:31 - 0:34but as a nurse, as a male nurse,
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0:34 - 0:36as I hope you can see,
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0:38 - 0:41I worked the rest of my life
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0:41 - 0:42with a lot of women,
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0:42 - 0:46and I saw it as something very positive.
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0:46 - 0:49I learned a lot from it.
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0:50 - 0:52I worked for many years in a hospital,
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0:53 - 0:57and after that I started to work
as a district nurse in a community. -
0:58 - 1:01And this was the most
beautiful part of my life -
1:01 - 1:05because I learned how to deal with
all kind of problems in the community. -
1:06 - 1:10And I had colleagues
in the same village I worked, -
1:10 - 1:13and together, we solved
all the problems we met. -
1:14 - 1:15There was not a big organization,
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1:15 - 1:20it was just a team of nurses
who organized the work themselves. -
1:20 - 1:24We took care for patients
who were terminally ill, -
1:24 - 1:26patients with dementia,
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1:27 - 1:29people who were discharged from hospital,
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1:29 - 1:32and there was a big variety of activities.
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1:32 - 1:34We also took care for little children.
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1:34 - 1:39So it was in that period,
the most healthy job you can get. -
1:40 - 1:46And we also built support systems
in the community. -
1:46 - 1:49It was a very inspiring job,
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1:50 - 1:54and I enjoyed it very much till 1993
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1:54 - 1:56in Holland we got a big disaster
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1:56 - 1:59because the politicians discussed
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1:59 - 2:04that community care
should become more professionalized. -
2:04 - 2:06And what I meant by that
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2:06 - 2:11was that it should become -
it should be part of a bigger organization -
2:12 - 2:14managed by managers
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2:14 - 2:18and organized not focusing
on solutions for people -
2:18 - 2:21but delivering products.
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2:22 - 2:24For the nurses, it looked like this:
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2:25 - 2:28Instead of thinking helping patients,
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2:28 - 2:32they had to think: What kind
of products should I deliver? -
2:32 - 2:34We had personal care, personal care extra,
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2:34 - 2:36personal care special.
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2:36 - 2:41We had nursing care, nursing care extra,
nursing care special. -
2:41 - 2:45And all theses nurses
got disturbed by thinking: -
2:45 - 2:51What kind of activities should I give,
and how should I code it? -
2:51 - 2:53Because there were a lot of codes.
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2:54 - 2:58For patients, it was also
even a bigger disaster -
2:59 - 3:02because for every task,
they got someone else, -
3:02 - 3:05and there were sometimes
people with dementia -
3:05 - 3:11who got 30 to 40 different people
coming into their house in one month. -
3:11 - 3:12And can you imagine
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3:12 - 3:17that every time you have to tell again
what the situation is -
3:17 - 3:19and how you want to live your life?
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3:20 - 3:23So both nurses and patients
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3:23 - 3:27were very, very dissatisfied
about how things were going. -
3:27 - 3:32The same time, it looked more and more
like factories, the care organizations, -
3:32 - 3:35and I see it in a lot
of countries happening. -
3:35 - 3:37So you saw that all the things
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3:37 - 3:41that were developed
in industries and companies, -
3:41 - 3:42they were also in the organizations,
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3:42 - 3:48and you saw that more and more managers
were taking over the profession. -
3:48 - 3:50So what you saw was that
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3:50 - 3:55there was more and more
management layers in the organizations: -
3:55 - 3:59a CEO, directors, managers,
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3:59 - 4:03and they almost forgot
that there were also employees. -
4:03 - 4:06And it can be done so much differently
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4:06 - 4:09as you can see
in the other side of the slide. -
4:10 - 4:17The consequences, they were very different
than the politicians expected. -
4:17 - 4:21Because the expected
that by organizing this way, -
4:21 - 4:24the costs would go down
and the quality would go up. -
4:24 - 4:27They also had market incentives.
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4:27 - 4:31But what you saw
is that the opposite happened. -
4:31 - 4:33The quality went down dramatically
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4:33 - 4:37because of the many people
who were involved with every patient, -
4:37 - 4:41and the costs doubled in 10 years.
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4:41 - 4:46So the assumption
of the politicians was quite wrong. -
4:46 - 4:50But what you saw was that
the people who paid us -
4:50 - 4:53were even more focusing on efficiency.
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4:53 - 4:57So for example, when a nurse
took 10 minutes longer -
4:57 - 4:59for travelling to a patient,
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4:59 - 5:03she had to explain that
to her manager, why she did that. -
5:04 - 5:10In 2006, some friends and myself,
we thought it's time for a change. -
5:10 - 5:14I had been director for a few years
in a few organizations, -
5:14 - 5:17and I saw that it could be done
very differently. -
5:17 - 5:22And our ideas was to change
the healthcare in Holland -
5:22 - 5:24and to start a movement to show
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5:24 - 5:27that elderly care
could be done much better, -
5:27 - 5:28based on trust
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5:28 - 5:30and based on self-organization.
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5:31 - 5:35So the principles
I worked myself with in the '80s, -
5:35 - 5:40we took them again as the basic principles
for our organization. -
5:40 - 5:47And for four nurses in 2007,
we grew to 9000 nurses in 2015. -
5:47 - 5:50And it just happened by itself.
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5:50 - 5:54The first year, 2007,
it was some kind of experiment. -
5:54 - 5:57So we started in 10 locations,
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5:57 - 5:59and every time happened the same:
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5:59 - 6:03we got nurses who just developed
their networks in the community; -
6:03 - 6:08they started to work again
on the same principles we did in the '80s, -
6:08 - 6:10and within a few months,
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6:10 - 6:14they had got their patients,
and they covered their costs. -
6:14 - 6:16So there was no financial problem.
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6:17 - 6:19So from 2008,
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6:19 - 6:22we got 10, 20 teams a month,
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6:22 - 6:25and every time it happened the same.
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6:25 - 6:31They called me to come
to one of the houses of the nurses, -
6:31 - 6:34and we sat all evening talking about
of our profession: -
6:34 - 6:36What does it mean to help people?
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6:36 - 6:38And how can we do it
just the way we want it -
6:38 - 6:43and not be bothered
by any kind of regulations? -
6:44 - 6:45So that's what we did,
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6:45 - 6:47and the evening of the day after,
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6:47 - 6:50I usually got a phone call
from one of the nurses, -
6:50 - 6:53and they said, "When can we start?"
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6:53 - 6:56And then we started just a new team
in a new neighborhood -
6:56 - 7:01focusing on patients as we are used to.
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7:01 - 7:07So this went at a very high speed,
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7:07 - 7:12and we didn't have problems to manage this
because they were managing themselves. -
7:12 - 7:14We had a small back office,
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7:14 - 7:17and we still have a small
back office with 30 people. -
7:18 - 7:21My wife and me, we are some kind
of a management team, -
7:21 - 7:27but we don't have meetings,
and everything is going very well. -
7:28 - 7:31My wife is always awake
very early, around 6:00, -
7:31 - 7:34and then she tells me what to do
like any other wife, I think, -
7:34 - 7:36is telling her husband.
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7:36 - 7:40So that's the way we are managing.
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7:40 - 7:45And this way, we have a lot of time
just to solve problems. -
7:46 - 7:50In my job I had before, I had meetings
from morning till evening, -
7:50 - 7:54and I didn't had time
to solve the problems. -
7:54 - 7:56So that's quite different.
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7:57 - 8:02In 2015, we see that there's
still no management. -
8:02 - 8:05Because there was a lot
of criticism when we started. -
8:05 - 8:09They said, yes, you can do this easily
when you're with just a few persons. -
8:10 - 8:11And then, they said,
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8:11 - 8:17oh wait, perhaps next year
they will collapse -
8:17 - 8:20or they will have big financial problems.
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8:20 - 8:22But the opposite happened
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8:22 - 8:27because what you saw that the teams
were more and more in control -
8:27 - 8:30and taught a lot of solutions
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8:30 - 8:32they could find
for the problems they met. -
8:33 - 8:36So it was growing, the knowledge
was growing in the teams, -
8:36 - 8:39and it became more and more sustainable.
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8:39 - 8:42We still tried to avoid
any kind of bureaucracy. -
8:42 - 8:45We built an IT system
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8:45 - 8:51[which prevented] all the bureaucracy
to take over the work of the nurses. -
8:52 - 8:54So all the bureaucracy was kept outside.
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8:54 - 8:58We split the administrative process
with the professional process -
8:59 - 9:03so the nurses just can focus
on what they're there for, -
9:03 - 9:05and that's taking care for patients,
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9:05 - 9:09find solutions for patients
who have severe problems. -
9:10 - 9:15In 2015, we can look at it,
if you look back now, -
9:15 - 9:17we can say we have, since we started,
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9:17 - 9:19the highest client
satisfaction in Holland. -
9:19 - 9:23And what's very important
for the policy makers -
9:23 - 9:28is that instead it took
more costs, or more hours, -
9:28 - 9:32because we're working
with higher educated nurses, -
9:32 - 9:35the costs went down with 40 percent.
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9:36 - 9:38So last evening,
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9:38 - 9:43the Parliament in Holland
was debating about the district nurse. -
9:43 - 9:47And they were debating
about the position of the district nurse -
9:47 - 9:50in the future in Holland.
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9:50 - 9:53And they said, this movement
should be spread all over in Holland, -
9:53 - 9:54so we want to support it.
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9:54 - 9:57All the political parties agreed on that.
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9:58 - 10:03And at the same time,
we became the best employer of the year, -
10:03 - 10:04three times in a row.
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10:04 - 10:06Just by doing nothing.
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10:06 - 10:08We don't have an HR department,
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10:08 - 10:09so we don't -
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10:09 - 10:14so by doing nothing, and doing less,
you get far better results. -
10:14 - 10:17So all these management ideas
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10:17 - 10:20about controlling and command people,
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10:20 - 10:23are just, in my opinion,
quite destructive. -
10:23 - 10:26So if you just let people
organize the work themselves, -
10:26 - 10:30you get much better results
and people are much happier -
10:30 - 10:33because they can do what they want to do.
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10:33 - 10:35And it sounds very logic,
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10:35 - 10:39but we make it very difficult for people
to work this way in a lot of places, -
10:39 - 10:42also in schools and also with police.
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10:44 - 10:47It was not only in Holland
that this happens. -
10:47 - 10:51There are a lot of countries
who have the same problems, -
10:51 - 10:53and we got questions
from the United States, -
10:53 - 10:58from Japan, Sweden, China,
Czech Republic and so on. -
10:58 - 10:59I visited 30 countries,
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10:59 - 11:03and in every country
I meet nurses who had the same ideas. -
11:04 - 11:05And we start the same movement.
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11:05 - 11:08Just with a few nurses, that's enough.
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11:08 - 11:10And then you show that it can be done.
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11:10 - 11:15And then you see that
other people become curious. -
11:15 - 11:19And they say, oh, we never expected
that it was possible in our system -
11:19 - 11:22because we have such a complex system.
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11:22 - 11:25So we also developed a theory on that.
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11:25 - 11:28It's the integrating
simplification theory. -
11:28 - 11:32Try to make things simple, not complex.
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11:33 - 11:36And when you do that consequently,
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11:36 - 11:39it's more easy for people
to take their responsibility, -
11:39 - 11:44and to think about what can be done
to solve problems. -
11:44 - 11:47So, I think healthcare is about trust.
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11:47 - 11:52I never met a nurse who didn't want
to do her work as good as possible. -
11:52 - 11:54So you can trust nurses.
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11:54 - 11:56It's about meaningful relationships,
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11:56 - 12:00with each other but also between nurses
and patients, of course. -
12:00 - 12:01And it is about empathy.
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12:01 - 12:05Try to understand
what the concerns of people are, -
12:05 - 12:07and try to do something positive with it.
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12:08 - 12:11So, in my opinion, we should -
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12:12 - 12:15let's bring the soul
back into the organizations, -
12:15 - 12:19and let the complexity
get out of the organizations. -
12:19 - 12:20Thank you very much.
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12:20 - 12:22(Applause)
- Title:
- Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva
- Description:
-
In his TEDx talk, a nurse presents how he helps simplify organizational structures in healthcare. He explains how encouraging trust while integrating simplification offers a great deal more for society than bureaucratic and pyramidal organizations, making daily work more meaningful and sustainable.
Jos de Blok received the 2014 RSA Albert Medal for his work as founder of Buurtzorg, a transformational new model of patient-centered community health care focused on facilitating and maintaining independence and autonomy.
This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 12:38
Rhonda Jacobs approved English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs accepted English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva | ||
Rhonda Jacobs edited English subtitles for Healthcare: humanity above bureaucracy | Jos de Blok | TEDxGeneva |
Claire KEFALAS
I could not do the last review. I do not have access any more ... could you help me ?