![The [Dame] of Seutra.png](https://images.squarespace-cdn.com/content/v1/5f10bfb09cc0496026214468/87d6fc8b-958d-442e-b94e-d107393d969e/The+%5BDame%5D+of+Seutra.png)
Batavian Medici Principia Against the “Sidereal Messenger” Newtonification of Galileo Galilei, Kepler, William Gottfried Leibnitz by Britain such as EDWARD STAFFORD CARLOS,
Batavian Medici Principia
Against the “Sidereal Messenger” Newtonification of Galileo Galilei, Kepler, William Gottfried Leibnitz by Britain such as EDWARD STAFFORD CARLOS,
David Batulis, MHA
Copyright © 2021
All rights reserved.
ISBN:
DEDICATION
I dedicate this book to Lee Batulis and Ruthe Batulis, Frank Batulis, Eleanor Batulis, Madeline Kepner, Dr. Martha Berry Spaulding, Dr. W. J. Spaulding, Dr. Sherman Stanage.
I point to some of my heroes, mentors, and role models. To every medical scientist that explored, and to every Chief Expectations Officer, to those Leading Expect in perfecting medicine.
ACKNOWLEDGMENTS
Join me in thanking the editors, reviewers, professors, heroes, role models, and family who made this possible.
.
Introduction
The NHS has been in the way of America having the best healthcare and the Netwonification of Galileo Galilei from 1873-1936 especially 1904 with the spontaneous rise in the use of the term Newton and the spontaneous decrease in the use of William Gottfried Leibnitz. America has the best physicians the world has ever known; Perfecting The Brand of American Medicine is about recognizing the need for sub-specialization in non-physician functions towards extending life expectancy. Not perfection nor brands nor medicine occur together on accident or by chance. These take human-centered design empathy harmony patience planning and proof.
Perfection presents increasingly through the maths of medical science and medical algorithms. Perfection can be costly with technology or it can be free such as caring. Perfection can compete with other priorities, other economic activities, but we should not leave anyone behind on this journey for curing illness, eradicating disease, and increasing life expectancy. We need your help in the search for truth on this dredging of a channel against the prevailing current of nature upstream towards a fountain of youth.
Anthropologically we have not been a perfecting medicine species; that is what we should become. Thomas Hobbes warned of life in anarchy “the life of man, solitary, poor, nasty, brutish, and short.” We need your help Perfecting The Brand of American Medicine today where life expectancy in America has waned for seven years punctuated by COVID-19. This after a historic run-up in life expectancy. The American dominance in global affairs, of the expansion of markets, of scientific progress, and the medical science ecosystem of extending life expectancy and improving quality of life rests upon you & me & us.
Brand quality (Chapter 3) does not commonly occur or persist; it has to be supervised. Humankind will need The Supervisor on Duty (Chapter 4) or a Chief Expectations Officer (Book I) as long as there is bedside care, as long as there are physical exams between the physician and the patient, and as long as we have entities dedicated to the centralized delivery of medical care (these hubs we now call hospitals & clinics).
We are not automobiles (Chapter 7). We are not cell phones (Chapter 12). We are not widgets. Humankind is more complicated than the things we have manufactured for ourselves up to this point. Americans will be Leading Expect to Local Perfection until we have dispelled from caregiving professions each and every myth from the mechanistic change management “religions” intended for making these inanimate objects.
Mostly I want to convince you there is a union of the medical care patients want and the medical care patients need at a sample size of one. One patient. One physician. We must confront the false promises of value-based care & the hypothetical constructs of the so called “virtuous cycle.”
On this journey American healthcare companies need brand inurement (Book III). AICPA has foretold the demise of accounting without describing what will replace it. There are no fewer than six of these fields (Chapter 10-15). These fields are best if bound to the tradition of medical science in America and Leading Expect.
Perfection must be measured wisely at the sample size of the individual. In the U.K. they use the word “maths” plural which provides multiple entry points for individuals into the field. In America we use math as a singular which has had the unfortunate effect of having some individuals in healthcare turn away from the science of their profession based on one disappointing math experience or one kind of math. There are others narrowly focused on algebra who neglecting the lifetime value of physicians or the lifetime value of patients. Perfecting the Brand of American Medicine is about mobilizing the experience, the care, and the maths that matter to every patient every time.
Perfection integrates quality and finance (Chapter 7). A fundamental flaw of this false dichotomy is that a quality human service may be priced higher; the roster (Chapter 10) of the people, pride, and the quality of training are reasons the Ritz Carlton charges more than a motel.
Not all perfection arises from individual effort or individual accountability. Peer review (see Krebs Topology in Chapter 2) is the philosophy of competere (“getting fit together”). Peer review is valuable in and out of healthcare.
Not all perfections arise from competition (Chapter 1); there are spontaneous improvements for example inventions or medical licensure that improve life for all of us forever for the better. A fundamental flaw of competition is that it was not competition between medieval mystics that gave rise to medicine; it was a rebirth of wonder in the medical sciences and very specific licensing of physician quality coupled with rises in medical science.
Not all perfections arise from government (Chapter 3) where too much centralization by federal government can drain talent from a profession or from private practice. East Germany was a model of Socialism (prior to things like Olympic doping scandals) and to this day has lower life expectancy and lower economic output than West Germany; our rates of private practice approach East German rates from when the Berlin Wall went up.
Not all inventions arise from customer feedback (Patient Emotional Topology Chapter 5), but we listen to customer feedback to get it right the first time, it is our duty, and for this inclusive quest for Perfecting The Brand of American Medicine. A fundamental flaw of Lean and 6σ[1] is that the “voice of the customer” does not always yield the features patients want nor the features patients need.
Not all units of “value” are the same. A fundamental flaw of value-based care is there is a distance between our liberty for care we want and the actuarial care we need at the sample size of one. Great brands have to be envisioned, that vision has to be managed, and that management has to be supervised. The Supervisor on Duty or Chief Expectations Officer is clearly defined in every healthcare facility every day during every hour of operation. Even hospitals need a Supervisor on Duty. Even medical office buildings need a Supervisor on Duty. Even satellite clinics need a Supervisor on Duty.
[1] The Greek letter “sigma” has been adapted to a management philosophy
Batavian Medici Principia
Against the “Sidereal Messenger” Newtonification of Galileo Galilei, Kepler, William Gottfried Leibnitz by Britain such as EDWARD STAFFORD CARLOS,
David Batulis, MHA
Copyright © 2021
All rights reserved.
ISBN:
DEDICATION
I dedicate this book to Lee Batulis and Ruthe Batulis, Frank Batulis, Eleanor Batulis, Madeline Kepner, Dr. Martha Berry Spaulding, Dr. W. J. Spaulding, Dr. Sherman Stanage.
I point to some of my heroes, mentors, and role models. To every medical scientist that explored, and to every Chief Expectations Officer, to those Leading Expect in perfecting medicine.
ACKNOWLEDGMENTS
Join me in thanking the editors, reviewers, professors, heroes, role models, and family who made this possible.
.
Introduction
The NHS has been in the way of America having the best healthcare and the Netwonification of Galileo Galilei from 1873-1936 especially 1904 with the spontaneous rise in the use of the term Newton and the spontaneous decrease in the use of William Gottfried Leibnitz. America has the best physicians the world has ever known; Perfecting The Brand of American Medicine is about recognizing the need for sub-specialization in non-physician functions towards extending life expectancy. Not perfection nor brands nor medicine occur together on accident or by chance. These take human-centered design empathy harmony patience planning and proof.
Perfection presents increasingly through the maths of medical science and medical algorithms. Perfection can be costly with technology or it can be free such as caring. Perfection can compete with other priorities, other economic activities, but we should not leave anyone behind on this journey for curing illness, eradicating disease, and increasing life expectancy. We need your help in the search for truth on this dredging of a channel against the prevailing current of nature upstream towards a fountain of youth.
Anthropologically we have not been a perfecting medicine species; that is what we should become. Thomas Hobbes warned of life in anarchy “the life of man, solitary, poor, nasty, brutish, and short.” We need your help Perfecting The Brand of American Medicine today where life expectancy in America has waned for seven years punctuated by COVID-19. This after a historic run-up in life expectancy. The American dominance in global affairs, of the expansion of markets, of scientific progress, and the medical science ecosystem of extending life expectancy and improving quality of life rests upon you & me & us.
Brand quality (Chapter 3) does not commonly occur or persist; it has to be supervised. Humankind will need The Supervisor on Duty (Chapter 4) or a Chief Expectations Officer (Book I) as long as there is bedside care, as long as there are physical exams between the physician and the patient, and as long as we have entities dedicated to the centralized delivery of medical care (these hubs we now call hospitals & clinics).
We are not automobiles (Chapter 7). We are not cell phones (Chapter 12). We are not widgets. Humankind is more complicated than the things we have manufactured for ourselves up to this point. Americans will be Leading Expect to Local Perfection until we have dispelled from caregiving professions each and every myth from the mechanistic change management “religions” intended for making these inanimate objects.
Mostly I want to convince you there is a union of the medical care patients want and the medical care patients need at a sample size of one. One patient. One physician. We must confront the false promises of value-based care & the hypothetical constructs of the so called “virtuous cycle.”
On this journey American healthcare companies need brand inurement (Book III). AICPA has foretold the demise of accounting without describing what will replace it. There are no fewer than six of these fields (Chapter 10-15). These fields are best if bound to the tradition of medical science in America and Leading Expect.
Perfection must be measured wisely at the sample size of the individual. In the U.K. they use the word “maths” plural which provides multiple entry points for individuals into the field. In America we use math as a singular which has had the unfortunate effect of having some individuals in healthcare turn away from the science of their profession based on one disappointing math experience or one kind of math. There are others narrowly focused on algebra who neglecting the lifetime value of physicians or the lifetime value of patients. Perfecting the Brand of American Medicine is about mobilizing the experience, the care, and the maths that matter to every patient every time.
Perfection integrates quality and finance (Chapter 7). A fundamental flaw of this false dichotomy is that a quality human service may be priced higher; the roster (Chapter 10) of the people, pride, and the quality of training are reasons the Ritz Carlton charges more than a motel.
Not all perfection arises from individual effort or individual accountability. Peer review (see Krebs Topology in Chapter 2) is the philosophy of competere (“getting fit together”). Peer review is valuable in and out of healthcare.
Not all perfections arise from competition (Chapter 1); there are spontaneous improvements for example inventions or medical licensure that improve life for all of us forever for the better. A fundamental flaw of competition is that it was not competition between medieval mystics that gave rise to medicine; it was a rebirth of wonder in the medical sciences and very specific licensing of physician quality coupled with rises in medical science.
Not all perfections arise from government (Chapter 3) where too much centralization by federal government can drain talent from a profession or from private practice. East Germany was a model of Socialism (prior to things like Olympic doping scandals) and to this day has lower life expectancy and lower economic output than West Germany; our rates of private practice approach East German rates from when the Berlin Wall went up.
Not all inventions arise from customer feedback (Patient Emotional Topology Chapter 5), but we listen to customer feedback to get it right the first time, it is our duty, and for this inclusive quest for Perfecting The Brand of American Medicine. A fundamental flaw of Lean and 6σ[1] is that the “voice of the customer” does not always yield the features patients want nor the features patients need.
Not all units of “value” are the same. A fundamental flaw of value-based care is there is a distance between our liberty for care we want and the actuarial care we need at the sample size of one. Great brands have to be envisioned, that vision has to be managed, and that management has to be supervised. The Supervisor on Duty or Chief Expectations Officer is clearly defined in every healthcare facility every day during every hour of operation. Even hospitals need a Supervisor on Duty. Even medical office buildings need a Supervisor on Duty. Even satellite clinics need a Supervisor on Duty.
[1] The Greek letter “sigma” has been adapted to a management philosophy
Batavian Medici Principia
Against the “Sidereal Messenger” Newtonification of Galileo Galilei, Kepler, William Gottfried Leibnitz by Britain such as EDWARD STAFFORD CARLOS,
David Batulis, MHA
Copyright © 2021
All rights reserved.
ISBN:
DEDICATION
I dedicate this book to Lee Batulis and Ruthe Batulis, Frank Batulis, Eleanor Batulis, Madeline Kepner, Dr. Martha Berry Spaulding, Dr. W. J. Spaulding, Dr. Sherman Stanage.
I point to some of my heroes, mentors, and role models. To every medical scientist that explored, and to every Chief Expectations Officer, to those Leading Expect in perfecting medicine.
ACKNOWLEDGMENTS
Join me in thanking the editors, reviewers, professors, heroes, role models, and family who made this possible.
.
Introduction
The NHS has been in the way of America having the best healthcare and the Netwonification of Galileo Galilei from 1873-1936 especially 1904 with the spontaneous rise in the use of the term Newton and the spontaneous decrease in the use of William Gottfried Leibnitz. America has the best physicians the world has ever known; Perfecting The Brand of American Medicine is about recognizing the need for sub-specialization in non-physician functions towards extending life expectancy. Not perfection nor brands nor medicine occur together on accident or by chance. These take human-centered design empathy harmony patience planning and proof.
Perfection presents increasingly through the maths of medical science and medical algorithms. Perfection can be costly with technology or it can be free such as caring. Perfection can compete with other priorities, other economic activities, but we should not leave anyone behind on this journey for curing illness, eradicating disease, and increasing life expectancy. We need your help in the search for truth on this dredging of a channel against the prevailing current of nature upstream towards a fountain of youth.
Anthropologically we have not been a perfecting medicine species; that is what we should become. Thomas Hobbes warned of life in anarchy “the life of man, solitary, poor, nasty, brutish, and short.” We need your help Perfecting The Brand of American Medicine today where life expectancy in America has waned for seven years punctuated by COVID-19. This after a historic run-up in life expectancy. The American dominance in global affairs, of the expansion of markets, of scientific progress, and the medical science ecosystem of extending life expectancy and improving quality of life rests upon you & me & us.
Brand quality (Chapter 3) does not commonly occur or persist; it has to be supervised. Humankind will need The Supervisor on Duty (Chapter 4) or a Chief Expectations Officer (Book I) as long as there is bedside care, as long as there are physical exams between the physician and the patient, and as long as we have entities dedicated to the centralized delivery of medical care (these hubs we now call hospitals & clinics).
We are not automobiles (Chapter 7). We are not cell phones (Chapter 12). We are not widgets. Humankind is more complicated than the things we have manufactured for ourselves up to this point. Americans will be Leading Expect to Local Perfection until we have dispelled from caregiving professions each and every myth from the mechanistic change management “religions” intended for making these inanimate objects.
Mostly I want to convince you there is a union of the medical care patients want and the medical care patients need at a sample size of one. One patient. One physician. We must confront the false promises of value-based care & the hypothetical constructs of the so called “virtuous cycle.”
On this journey American healthcare companies need brand inurement (Book III). AICPA has foretold the demise of accounting without describing what will replace it. There are no fewer than six of these fields (Chapter 10-15). These fields are best if bound to the tradition of medical science in America and Leading Expect.
Perfection must be measured wisely at the sample size of the individual. In the U.K. they use the word “maths” plural which provides multiple entry points for individuals into the field. In America we use math as a singular which has had the unfortunate effect of having some individuals in healthcare turn away from the science of their profession based on one disappointing math experience or one kind of math. There are others narrowly focused on algebra who neglecting the lifetime value of physicians or the lifetime value of patients. Perfecting the Brand of American Medicine is about mobilizing the experience, the care, and the maths that matter to every patient every time.
Perfection integrates quality and finance (Chapter 7). A fundamental flaw of this false dichotomy is that a quality human service may be priced higher; the roster (Chapter 10) of the people, pride, and the quality of training are reasons the Ritz Carlton charges more than a motel.
Not all perfection arises from individual effort or individual accountability. Peer review (see Krebs Topology in Chapter 2) is the philosophy of competere (“getting fit together”). Peer review is valuable in and out of healthcare.
Not all perfections arise from competition (Chapter 1); there are spontaneous improvements for example inventions or medical licensure that improve life for all of us forever for the better. A fundamental flaw of competition is that it was not competition between medieval mystics that gave rise to medicine; it was a rebirth of wonder in the medical sciences and very specific licensing of physician quality coupled with rises in medical science.
Not all perfections arise from government (Chapter 3) where too much centralization by federal government can drain talent from a profession or from private practice. East Germany was a model of Socialism (prior to things like Olympic doping scandals) and to this day has lower life expectancy and lower economic output than West Germany; our rates of private practice approach East German rates from when the Berlin Wall went up.
Not all inventions arise from customer feedback (Patient Emotional Topology Chapter 5), but we listen to customer feedback to get it right the first time, it is our duty, and for this inclusive quest for Perfecting The Brand of American Medicine. A fundamental flaw of Lean and 6σ[1] is that the “voice of the customer” does not always yield the features patients want nor the features patients need.
Not all units of “value” are the same. A fundamental flaw of value-based care is there is a distance between our liberty for care we want and the actuarial care we need at the sample size of one. Great brands have to be envisioned, that vision has to be managed, and that management has to be supervised. The Supervisor on Duty or Chief Expectations Officer is clearly defined in every healthcare facility every day during every hour of operation. Even hospitals need a Supervisor on Duty. Even medical office buildings need a Supervisor on Duty. Even satellite clinics need a Supervisor on Duty.
[1] The Greek letter “sigma” has been adapted to a management philosophy