Authors: Dr Supriya Sarkar (Shalby Hospitals, India), Dr John K Alonzo (The Medical City Hospital Ortigas, Philippines), Suraya Khodr (Cleveland Clinic Abu Dhabi), Samiha Al Habsi (Royal Hospital, Oman) and Moh Moh Myat (Nyein Hospital Mandalay, Myanmar)

Reviewers: Moustafa Abdelwahab (YEL 2022, Department of Health Abu Dhabi), Miyele Kaliwanda, (YEL 2022, Medland Health Services Zambia) and Iman Al Nadabi (YEL 2022, Royal Hospital, Oman)

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Introduction

Achieving optimal health outcomes is a shared goal between healthcare professionals and patients. However, a gap often exists between expectations and actual results, primarily due to differences in perspectives and communication barriers. These gaps lead to challenges in patient compliance and health-seeking behaviour, ultimately resulting in suboptimal health outcomes. Studies have shown that miscommunication, differing expectations, and a lack of mutual understanding are significant obstacles in achieving the best possible health outcomes.

Healthcare professionals, often constrained by time and heavy workloads, may struggle to fully grasp the personal experiences and concerns of their patients. On the other hand, patients frequently find medical terminology and treatment rationales difficult to comprehend, leading to confusion and non-compliance. These communication barriers not only diminish patient satisfaction but also hinder adherence to treatment plans, compromising both patient safety and overall health outcomes.

Our project was conceptualized with a focus on bridging these gaps through innovative solutions, guided by the principles learned from the Young Executive Leaders (YEL) programme and the IHF Leadership Model. The YEL programme provided us with valuable insights into leadership, collaboration, and patient-centered care, which were crucial in shaping our approach. Furthermore, this project aligns with the broader themes of the upcoming World Hospital Congress, reinforcing the International Hospital Federation’s (IHF) strategic goals of promoting innovation and improving healthcare delivery.

Methodology

Research design: To explore and address these communication gaps, we adopted a mixed-methods research design, influenced by the structured framework provided by the YEL programme and the IHF Leadership Model. This approach combined quantitative and qualitative data collection methods, enabling a comprehensive understanding of the differing expectations and communication challenges between healthcare professionals and patients. The YEL programme emphasised the importance of patient-centered care and innovation, which guided our decision to focus on solutions like Co-Care and Digital Twins. Two structured surveys were administered—one for healthcare providers and another for patients—focusing on patient engagement, healthcare compliance, and the role of technological innovations in healthcare.

Sampling method: A stratified random sampling method was employed to ensure a representative sample across different regions, healthcare systems, and patient demographics. The survey reached:

• Healthcare providers: 289 participants, including doctors, nurses, and allied health professionals.
• Patients: 116 participants from diverse backgrounds and health conditions.

Survey distribution and ethical considerations: Surveys were distributed via Google Forms to maximize reach and ensure diverse participation. Informed consent was obtained from all participants, ensuring voluntary participation and confidentiality. The study adhered to ethical guidelines for research involving human subjects.

Study limitations: While the study was designed to mitigate potential biases, limitations such as response bias and inaccuracies inherent in self-reported data were recognized. These were addressed through careful survey design and pilot testing. The YEL programme’s focus on critical analysis helped us to anticipate and address these challenges effectively.

Results

A. General practice behaviour of healthcare workers:

The survey revealed key insights into the general practice behaviour of healthcare professionals:

– Patient involvement: A significant majority (88.6%) of healthcare providers reported involving patients in their healthcare plans.

– Engagement strategies: Patient education (82.4%), shared decision-making (67.5%), and regular follow-ups (62.6%) were identified as the top strategies for engaging patients.

– Use of technology: Only 40.1% of respondents reported using digital tools like apps or telehealth in patient engagement, although 92.1% strongly believed that patient experience plays a crucial role in achieving better health outcomes.

Healthcare providers identified the following as the primary areas needing improvement in patient experience:

1. Communication (69.2%)
2. Patient education (56.4%)
3. Personalized care (45.7%)

While the main barriers to adherence to management plans were

1. Lack of understanding (65.1%)
2. Poor communication (49.1%),and
3. Cost of care (43.6%) .

See Appendix 1. Key results for healthcare workers’ responses

B. General health-seeking behaviour of patients:

The survey of 116 patients highlighted several key findings:

a) Health-seeking behaviour:8% of respondents had at least one wellness check-up per year, while 37.1% reported never having wellness check-ups. Health-seeking behaviour was primarily driven by necessity, such as illness or emergencies.

b) Source of health information: Online resources (44.8%) were the most common source of health information, followed by healthcare professionals (34.5%) .

c) Barriers to adherence: The main barriers to adherence were the following:

1. Cost of healthcare (37.5%)
2. Accessibility (19.2%), and
3. The complexity of management plans (17.5%) .

See Appendix 2. Key results for patients’ responses 

Analysis

The analysis of our results highlighted general satisfaction among healthcare providers and patients regarding mutual understanding and involvement in healthcare plans. However, significant divergences were noted in perceived barriers to adherence. Healthcare professionals cited lack of patient understanding and communication issues as primary barriers, while patients pointed to the cost of care and accessibility as their main challenges. These findings are in line with the broader discussions expected at the upcoming World Hospital Congress, where the themes of patient-centered care, communication, and innovation will be central, as well as the role of organizations in healthcare and health financing being key contributors to bridging these gaps. Our project reflects the strategic goals of the IHF, particularly in promoting collaboration and the use of technology to improve healthcare outcomes.

Discussion

Bridging the gap between healthcare professionals and patients is essential for achieving optimal health outcomes. Innovations such as Co-Care, Digital Twins, and digital applications present promising solutions to these challenges.

a) Co-care: This collaborative care model emphasizes shared decision-making and accountability, ensuring that patients are active participants in their healthcare journey. By fostering better communication and understanding, Co-Care has been shown to enhance patient engagement and satisfaction, leading to improved health outcomes

b) Digital twins: Digital Twins are virtual replicas of physical entities, enabling high-fidelity simulations that improve treatment planning and execution. By providing real-time data and predictive insights, Digital Twins support more effective communication and decision-making, allowing for personalized and accurate medical interventions.

c) Digital applications: Applications designed for pre-consultation history-taking and post-consultation follow-ups can transform patient-doctor interactions. These tools ensure comprehensive data collection, improve the accuracy of diagnoses, and enhance patient engagement by facilitating ongoing communication and adherence to treatment plans.

Addressing issues such as patients lost to follow-up, which can lead to increased morbidity and mortality, is also crucial. Effective follow-up systems guided by tools from the Agency for Healthcare Research and Quality are essential for maintaining continuous patient care .

Conclusion

Bridging the gap in healthcare compliance and health-seeking behaviour requires a multifaceted approach that integrates patient engagement and innovative technologies. Our project, conceptualized through the collaborative efforts of our team members—Dr. Supriya Sarkar, Dr. John K Alonzo, Suraya Khodr, Samiha Al Habsi, and Moh Moh Myat—demonstrates the potential of such an approach.

Each team member contributed significantly at every stage: from the initial conceptualization of the project to conducting thorough literature reviews, and compiling these insights to establish a strong foundation for our research. The design of the questionnaire was another collective effort, where each member played a crucial role in refining and finalizing the specific questions. These questionnaires were then circulated to our respective hospitals, engaging both staff and patients, to gather diverse perspectives. The subsequent data compilation and analysis were also a product of our shared commitment.

Our journey was significantly guided by the principles of the IHF Leadership Model, which emphasizes collaboration, innovation, and a patient-centered approach. The model provided us with a structured framework that facilitated our teamwork, enabling us to move from ideation to the final project efficiently. It encouraged us to harness our diverse experiences and expertise, fostering an environment where each member’s contributions were valued and integrated into the project. This leadership framework also helped us maintain a clear focus on our goal—improving healthcare outcomes through innovation—while navigating the complexities of our collaborative efforts.

By enhancing communication, fostering collaboration, and providing personalized care, innovations like Co-Care, Digital Twins, and digital applications can significantly improve healthcare outcomes. As these advancements continue to be explored and implemented, with contributions from diverse healthcare settings and perspectives, we move closer to achieving the best possible health outcomes for all. This project is a testament to the power of teamwork and the value of collaborative efforts in driving forward meaningful healthcare innovation.

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