Today in health, it we're going to talk Maslow's hierarchy of health. It. Needs. And this has come up a couple times this week for me. So I went back and read Daniel Archie's article and places where he discussed it in today. We're going to take a look. My name is bill Russell. I'm a former CIO for a 16 hospital system. And creator this week health set of channels and events dedicated to transform health care. One connection at a time. Today's show is brought to you by Panda health. Digital health is hard and pin it makes it easier quickly.

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This Maslow's hierarchy. If you're not familiar with Maslow's hierarchy. It is a psychology. Framework. I think we'll call it a framework. That essentially says you have to meet certain needs before you move on to the index. And there's physi physiological needs that you have to take care of like food and shelter and whatnot.

Before you can move on to the next. What's our safety and security, health employment, property, family those kinds of things. Then there's love and belonging. There's friendship, family, and intimacy. You understand? You can't do those things unless you have food and shelter. You get the idea.

So the hierarchy is, there's a basic set of physiological needs, safety and security, love and belonging. And then there's, self-esteem there's confidence, achievements, respect. So forth and so on, and then their self-actualization and that's where we have creativity, spontaneity, morality, and whatnot.

And so it's hard to think about the higher level needs until you've taken care of the lower level needs. I'm gathering all of this. Let's see where I'm at. I'm on there's two articles, really? One was an interview that Daniel gave two backers and one was an interview that Daniel gave to, or an article you wrote.

Let me see if he wrote this or is it.

No it's article. He wrote. On Maslow's hierarchy, running shoes and the foundation for AI. So you have. The psychological foundation of Maslow's hierarchy. So it gives you an idea of how that is and what that's about. You've got. Do the basics at the bottom before you go to the top. And then what I decided to do was take a look at his Maslow's hierarchy of health.

It needs. All right. So he took that and he's not the only one directs as one of these. And they're very similar, right? So you have to take care of the bottom level before you move on to the next. And what Daniel has this technology core and those things are a voice services, network storage program management. These are the things that have to be done.

That's the core. And you can't move on to the next, until you have the core. The next is security. So you have patching firewalls, endpoint protection, anti-phishing so forth and so on. I don't know how old this is, but I'm sure there's other things. And security is changing so rapidly applications.

You have the EMR revenue cycle ERP solutions, right? So you can't really run applications until you have security done and technology core done. And then above that you have business intelligence. This is data reporting, analytical insight, and then you have patient engagement. That's the CRM, virtual visits, online scheduling patient engagement platforms and portals that you have out there. And then he has at the top transcended the health care continuum of care, artificial intelligence, virtual reality. All right.

So at that's Maslow's hierarchy of needs, it's not a bad framework. I've used it myself. To explain to people that we can't be focusing on AI, if our technology core isn't right. Or data governance isn't right. Or security. Isn't right. It's not to say that we can't do the research and plan for artificial intelligence, but to build artificial intelligence on top of a bad core and security framework and application framework is a recipe for. Disaster. It is absolutely a recipe for disaster.

And so you have to take care of the right things. First before you move on, I've used it in that context. I have used it as a prioritization tool. A lot of times. And that's essentially what I was doing there was giving people the concept of, we want to do these things. These things are important to the health system.

We're going to do artificial intelligence, but first we have to make sure we have these fundamental things. Done correctly. I had the. Benefit. I'm going to call it a benefit of coming in. To a health system after the data center failed eight times over six weeks. And the reason I call it a benefit and not a challenge was because of that, I didn't have to explain Maslow's hierarchy to people. Like they understood at a. At the visceral level, they understood that, what if voice services and network and storage, and, if the data center goes down, Life is bad.

It's miserable for everybody. Do you just have to take care of that. And so that's why it was a benefit because I could say, Hey, look, we're going to put a hold on these 25 projects and I'm going to reallocate that team to working on this because we have to get this foundation, and we're going to redo our change management procedures.

We're going to redo. Our our architectural review committee board. I forgot what we called it, but it was art. The group that looks at architecture. We did a lot of things at that core level and at the security level. Cause we also had a, we had a breach within the first week that I was there as well. So we had to rebuild those two things fast, but in order to do that, I had to take resources away from things that people were like, oh, this is a priority.

But after experiencing a downtime or after experiencing a breach, You understand that they look at that stuff differently and you go, no, this is important. And now you understand why it's important. Give me some time, give me some resources and let me fix these things. And that's what they allowed me to do. And and so once you have those things down and they are just functioning and you will notice that they are functioning because your You have more transparency and your metrics will show you that they're better.

Your amount of downtime should go down. You should be able to wrestle those things to the ground. As you are building a more solid foundation for things. You're removing complexity all along the way. In order to make sure that environment runs well. Then you can start talking about, Hey, we're going to redo the EMR and the rev cycle and ERP and all those other things. This came up because I was thinking about what it takes for a health system to be health it department, to be successful. And I will tell you that this diagram doesn't do. I love this diagram because it tells you what you need to do.

And in what order you need to do it. And I've used this diagram or a form of it. And drugs has as well on drugs. And I are the, or we had this conversation about this week. But I think this tells you what to do. I don't think it tells you how to do it. It doesn't cover a whole bunch of things. That are required to really understand how you're going to make these things happen. And I think of things like building the right team and culture. It doesn't show up on this list. It's, but it's not really a, what you're going to do.

It's more of a, how are you going to do it? You're going to create the right environment. In order for your team to thrive and be successful. And I'm not sure it would show up on this. It's just foundational. It's below this really it's more foundational than this. There's a leadership component. And how you lead within the organization, how you go about telling the story of it and getting funding for it.

In fact, that's another thing I think that shows up maybe below this level that's budget and finance. Like winning the budget battles is so important. In in order to be successful with healthcare it, and in order to win the budget battles, you have to be able to frame the discussion correctly. In a way that's accurate, first of all, but also that is inspiring and compelling. So that people go, yes.

I understand why we're spending money there. We should spend money there. And so I think there's a level of things underneath this, and that's what I'm going to be working on and posting about on social media and talking about on the show a little bit. Is what's the level below this, the, how you do it. Because I think if you marry the, how with the, what. You will have a framework for being successful within health it and an order by which things need to be thought about and order by which they need to happen.

And maybe it's not foundational below this. Maybe it's alongside of this. But it feels to me like you, you have to create the right culture and environment, have the right people on the bus in order to do these things. So it might be foundational and underneath it. I'm going to play with it a little bit more.

We will continue to talk about it. I think this is interesting. I like when people put forward frameworks that gives us something to build off of. To have conversations around and it really discussed with our teams. If you haven't. Taking a look at this. There's a. Again, a health system, CIO article.

You can just search for Daniel Barchie Maslow's hierarchy. And it'll bring you to those two. Articles the health system, CIO article and the interview he gave with Becker's so worth worth taking a look at, we're going to try to add to that body of knowledge and see where it takes us.

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