Going to the Doctor?
April 6, 2005 (en français)
People diagnosed with a serious condition are often thrown into overload. However, you have the right to participate in all your medical decisions, and it’s important for you to exercise this right. Otherwise, the treatments you get may not reflect your personal goals and priorities. This article will summarize some tips on how to participate in decisions about your care, based on my experiences running a program of decision services for patients at UCSF.
If you haven’t already, please read my article summarizing Top Ten Lessons From People that Have Been There Although based on the experience of women with breast cancer, many of the lessons apply to any medical situation. One of the key points is that no matter how panicked you may feel about a serious diagnosis, you probably have time to engage in “due diligence” about your treatment options. You should not allow yourself to be rushed into having surgery, for example.
Your decisions will be made in the context of visits to medical specialists. You probably will need to see several specialists who can advise you on different ways of treating your condition. I call this the “Visit Cycle,” because you may feel caught in an endless round of appointments. One way of coping with all these medical visits is to separate each one into three phases: before, during, and after. Here are some simple things you can do to maximize what you get out of the visits:
1. BEFORE: PREPARE
Try to create some time ahead of your appointment to write down a list of questions and concerns. You don’t want to get in to your doctor’s office and then blank out on all the issues you were meaning to discuss. Or, if you’re like me, you sometimes walk out of your doctor’s appointment and then think of 3 really important questions you should have asked. Rehearsing for your appointment can prevent this kind of problem. At UCSF, we use a prompt sheet to help patients cover all the bases.
Briefly, the bases you need to cover fit into the acronym SCOPED.
S is for Situation. Think of what questions or concerns you have about your situation. Do you understand your diagnosis? Has a doctor explained your test results?
C is for Choices. What can you do about your situation? What is your current understanding of the available options? What questions or concerns do you have about the options, including experimental therapies and complementary approaches? One set of choices that you should ask about includes further testing to clarify aspects of your situation, or to get a second reading on it since sometimes people are misdiagnosed.
O is for Objectives. What are your goals for treatment? What are your priorities for quantity and quality of life? Don’t assume that the people around you have the same priorities. People differ in their life situation. Just to give an example, some are highly focused on extending life as long as possible, while others are more focused on quality of life.
P is for People. Who are the key people that you would like to involve or exclude in your decision process? Start with your doctors: whom do you need to consult? Are you looking for them to make the decisions with your input? Or are you looking to make the decisions with their input? Or do you want to make the decisions together? It’s important to let your doctors know who else is on your team and how you would like them to be involved. Perhaps you would like the doctor to make sure the friend you brought along is fully briefed because you want them to help you make decisions later. Sometimes a doctor or family member or friend may be taking a more active role than you would like in driving the decisions, and you need to redirect their energies towards supporting you more effectively.
E is for Evaluation. How do your choices affect your objectives? What information is available about how each treatment choice (including no further treatment or vigilant monitoring) affects each objective (like survival, recurrence, quality of life). Ask your doctor if quantitative information is available from the evidence base, and get it in absolute terms. For example, "Studies show that no treatment is associated with 80 out of 100 people surviving more than 10 years, while treatment X is associated with 90 out of 100 people surviving more than 10 years." Be wary of relative numbers such as "Treatment Y is 20% more effective than Treatment Z." Survival and side effect rates are increasingly available and while your experience will be unique and different from anyone else's, they can help you weigh the risks and benefits of treatment.
D is for Decisions. Which choice appears best in helping you what you need and want? What are the next steps to implementing that choice? Or, do you need to collect more information about your Situation, find better Choices, think harder about your Objectives, talk to more People, conduct a more thorough Evaluation? When you are in the early stages of decision-making, don't feel rushed to come to a decision unless it is a medical emergency. Feel free to put off arriving at a final decision while you review your questions about the Situation, Choices, Objectives, People, and Evaluation as described above.
Using the SCOPED checklist, write down your list of questions, and get it to your doctor in advance, so they know what issues you are going to want to cover during your appointment. Email, mail, or fax your questions and ask the office or nursing staff to bring them to your doctor’s attention.
2. DURING: ENGAGE
When you go to see a doctor, especially a medical specialist, you may encounter barriers to getting what you need out of the visit. Specialists often use complex language to describe what’s going on. They are sometimes in a hurry, being overloaded themselves. Don’t be intimidated. Bring a tape recorder. Mention that you would like to audio-record the consultation because repetition helps you learn and you want to be able to review the doctor’s advice later. Also bring someone who can start and stop the tape recorder and who will take good notes for you. Your note-taker or scribe should be someone who is not too emotionally involved in your situation. You want someone who writes clearly, has excellent hearing, and is as familiar as possible with all the medical terminology you will encounter. Your scribe does not need to write down every word that is said (you have a tape recorder running, after all), but they should write down the key points. Ideally your scribe will be someone assertive who can ask the doctor to slow down if they are going too fast. Who makes a good scribe? Ask your friends who they would recommend to bring along. A friend-of-a-friend is likely to be someone who cares about you, but will stay focused on their job (starting the tape recorder and taking notes) without getting distracted. See if you can find a resource center in your area that has a “buddy” program or can match you with a navigator.
2. AFTER: DEBRIEF
Soon after your medical visit, you should gather your support team to help you debrief. You can use the SCOPED framework to review your notes and the tape recorder. What did you learn about the situation, choices, objectives, people, evaluation process, or data? What treatment strategies are emerging as winning candidates to address your goals and priorities? Again, you need to be mindful of what roles you wish to assign people. If someone is crossing a boundary and makes you feel uncomfortable, you can be explicit about their assignment. Use the three V’s to help me assign roles: Visibility, Voice, and Vote. Visibility means you want to keep someone informed of what you are doing and why. Voice means you want their input. Vote means you want them to make the decision with you (it doesn't mean they are literally going to vote, I'm using this term as a metaphor for making the decision). Of course, in some cases you may want your doctor to have the only Vote, while listening to your Voice. But in general, people who act in your behalf may not act in your interest, simply because they are different from you.
When it’s time to make a decision, there are lots of simple processes that may help you clarify your thoughts. Many of them involve making lists or filling out tables or drawing diagrams. Why? Because, as one writer once said, “I write so I can see what I think.” When things are swirling around your head in a cloud of confusion, it’s hard to converge on a strategy. But if you write things down in a structured way, you can see patterns emerge. For example, Benjamin Franklin supposedly used to make a list of pros and cons for any alternative under consideration. Then he would cross out pairs of pros and cons that cancelled each other out, greatly simplifying the comparison. Another option is to make a table with choices in the rows and objectives in the columns. You can then summarize (in the table cells) how each choice advances that objective. You can do that in words, or with check marks, or by assigning points.
After visiting a specialist, though, you may not be ready to make a treatment decision. Chances are you may need to consult another specialist. Go back to step 1 and use the SCOPED framework to make a new list of questions. Of course, these will be better questions. I’m reminded of a quote: “We have not succeeded in answering all your problems. The answers we have found only serve to raise a whole new set of questions. In some ways we feel we are as confused as ever, but we believe we are confused on a higher level, and about more important things.” Although that doesn’t sound much like progress, it is. As you consult your specialists, if you prepare beforehand, engage during, and debrief after each visit, a picture will emerge of what to do and why.