The Clinical Data Dilemma by Anjali Westwood

We will delay the high risk patient discharge to ensure patient safety.

2025-10-01 09:32:12 UTC

2025-10-01 09:34:40 UTC

Discharge them as planned and accept the risk of re-admission. Instead provide homecare service, regular follow ups etc.

We will discharge the chronic care and admit the patient in ER. Plan reminders to adhere to medication via app for non adherence of medication.

2025-10-01 09:35:08 UTC

Group 3

2025-10-01 09:35:39 UTC

Enable discharge and risk accept the high probability of re admission

2025-10-01 09:36:13 UTC

Delay the high risk patient discharge to ensure patient safety. Group 2

2025-10-01 09:36:38 UTC

Do not defer the surgeon's clinical judgement, instead run a pilot using AI in parallel to have a proof of effectiveness. AI is still in the initial phases and should aid the decision making and not replace.

Group 2: Scenario

2025-10-01 09:37:56 UTC

We believe we should defer to the clinical judgment and do a retrospective review after installation to measure accuracy of the AI with patient experience under clinical care.

Adopt to both AI and surgeons to not miss serious clinical implications

2025-10-01 09:38:25 UTC

Group 3

2025-10-01 09:38:40 UTC

Approve as an Exceptional Case: Authorize the one-time drug purchase via an ethics/leadership review because the patient has no effective alternative and data shows clear, rare benefit.
Mitigate Impact: Document the exceptional approval, seek cost relief (manufacturer support, insurance, external/charitable funding), and offset the expense by adjusting other spending.
Plan Long-Term: Improve supply chain forecasting, create a special-drug approval board, and negotiate advance or fixed-price supplier contracts.

Group 3

2025-10-01 09:38:53 UTC

#3. Accept the hit on revenue. As it is the future and we need to be in that space. Look to drive patients from other facilities to offset drop and ultimately drive them into the facility

Case 1 - Group 1

2025-10-01 09:39:01 UTC

Keep the patient, Activate surge capacity and Business continuity processes

2025-10-01 09:39:03 UTC

Find new ways to monetize the telehealth model and accept a temporary revenue hit. For e.g. adding more services to the telehealth consultation which could be chargeable etc. Patient satisfaction and convenience with add more financial viability to the organization in long run.

Group 1

2025-10-01 09:39:24 UTC

Get a Peer review and discharge if Multidisciplinary approach has consensus. Override AI since its based on rule based and human markers are reactive very differently on individual patients

Group 1

2025-10-01 09:39:41 UTC

Find new ways to monetize the telehealth and take temporary hit, ot will align future needs and will have increase volumes

We will find new ways to monetize the telehealth model and accept the revenue hit.

2025-10-01 09:40:14 UTC

Group 3

2025-10-01 09:41:07 UTC

#4 balanced decision integrates efficient staffing models with ongoing clinician input and agile, evidence-based pilots to ensure both financial and workforce sustainability.

2025-10-01 09:41:58 UTC

We will take a hybrid approach, trust the data but so more manual checks to find out where we need more data to make the AI model more accurate and in parallel find out actual concerns from the staff.

2025-10-01 09:42:08 UTC

override surgeon’s clinical decision with AI data.

Early signs can be easily missed, and when it’s missed, it will lead to much higher cost ( financially and medically) than frequent unnecessary interventions.

Missing Serious infection is higher risk than wasting resources.

Implement both.

2025-10-01 09:42:15 UTC

reduce price and improve satisfaction

2025-10-01 09:43:04 UTC

We do authorize the purchase of the expensive drug, prioritizing a single patient's health as it's an investment in the future of the patient health and hospital

2025-10-01 09:43:05 UTC

We will both increase with temporary staffing on the weekend to alleviate burnout, and study the patient utilization