Key words: small n interventions, data driven healthcare
Conversational Transcripts:
[03/03, 16:11] GJ: My patient is waiting in an OPD to see the doctor. His appointment was at 3.00 pm. The doctor knows me very well but the patient load is such that he can’t manage! My turn is expected not earlier than 5.00 pm. The waiting area in a Private OPD in Delhi is jam packed!
[03/03, 16:12] GJ: Systems have to created but the systems need a workable workload.
[03/03, 16:16]km: Systems is inappropriate here. We need people with passion like you and others here who here to push for change. I was part of the informatics march in USA since the second US gathering that was later called SCAMC and now transformed into AMIA.
[03/03, 16:17]km: We have the enthusiasts, we have the experienced. You set a path and let all push forward.
[03/03, 16:38] GJ: *Systems are necessary*, but they are only effective when there is a *clear vision, leadership, and commitment from passionate individuals*. This can be particularly true in the Indian context, where the infrastructure for health informatics, digital healthcare solutions, and systems is still evolving.
Systems in themselves, while providing the structure, require the *right people* to fuel them and make them work. Without *passionate leadership*, even the best-designed systems can falter due to lack of motivation, oversight, and continuous improvement.
The U.S. model shows that a combination of systems and people is necessary for successful transformation. While AMIA and the evolution of health informatics in the U.S. relied heavily on collaborative efforts between passionate individuals, they were also supported by institutional frameworks and government policies that helped sustain the efforts.
The U.S. has a more established health informatics infrastructure, which includes widely used health IT systems, electronic health records (EHRs), and integrated decision support systems. In contrast, India is still in the process of building these systems, with challenges ranging from infrastructure to data standards.
[03/03, 16:39] GJ: *India's Context*:
• India, with its vast population, diverse healthcare challenges, and rapidly growing digital infrastructure, can certainly benefit from strong systems (like integrated EHRs, telemedicine, health informatics systems, and policy frameworks).
• However, the real transformation in India will require a combination of these systems and passionate individuals who are driving the change and pushing for their effective implementation.
[03/03, 16:42] GJ: Cultural transformation plays a **crucial role** in bringing about lasting change in **healthcare decision-making** in India. Healthcare, being a dynamic and complex sector, requires not just **technological advancements** or **policy reforms**, but also a shift in how healthcare providers, patients, and the broader society think about and approach decision-making. Here's how cultural transformation can drive lasting change in healthcare decision-making in India:
### **1. Promoting a Shift from Authority-Based to Evidence-Based Decision Making:**
Traditionally, healthcare in India (as in many parts of the world) has often been based on **hierarchical** models, where decisions were made by senior doctors or specialists without much input from other stakeholders. A cultural shift towards **collaborative decision-making**, where healthcare teams—including doctors, nurses, and allied health professionals—work together based on **evidence-based guidelines**, is essential for modernizing healthcare systems.
- **Cultural transformation** encourages the adoption of **evidence-based medicine** (EBM), where **clinical guidelines**, **research**, and **patient data** are considered when making treatment decisions, rather than relying solely on personal experience or authority.
- This shift will **empower healthcare professionals** to make informed, patient-centered decisions and will also encourage **patients to be more involved** in their treatment choices, leading to better health outcomes.
### **2. Fostering a Patient-Centered Approach:**
Cultural transformation in healthcare encourages a **shift towards patient-centered care**, where decisions are made considering **patient preferences, values, and needs** rather than just focusing on medical protocols or the doctor’s authority.
- In the traditional hierarchical approach, patients often play a passive role in decision-making. In contrast, a culture of inclusivity and respect for the patient’s voice fosters a partnership between healthcare providers and patients.
- **Empathy**, **active listening**, and **shared decision-making** will become integral to the healthcare system. This approach can improve **patient satisfaction**, **compliance** with treatment, and ultimately **health outcomes**.
### **3. Empowering Healthcare Professionals through Continuous Learning:**
A **culture of continuous learning** and **professional development** is essential for improving healthcare decision-making. In many settings, there is a tendency to rely on outdated methods or resist adopting new technologies or practices.
- Cultural transformation can drive the adoption of **ongoing education**, **research participation**, and **interdisciplinary collaboration**, which will enhance the decision-making capacity of healthcare professionals.
- Encouraging healthcare workers to remain open to new ideas, **technological innovations**, and **changing best practices** will result in better decision-making and higher-quality care.
### **4. Encouraging Innovation and Technological Adoption:**
Healthcare decision-making in India can greatly benefit from a shift in culture towards **innovation and technology**. For instance, embracing **electronic health records (EHRs)**, **telemedicine**, **clinical decision support systems (CDSS)**, and **artificial intelligence (AI)** in decision-making processes requires a change in mindset.
- A cultural transformation can help overcome resistance to new technologies, which is common in traditional healthcare environments, by demonstrating their potential to **improve accuracy**, **efficiency**, and **patient outcomes**.
- In a rapidly developing healthcare ecosystem like India’s, encouraging **data-driven decision-making** will help doctors make more informed choices, reduce human error, and ultimately improve patient care.
### **5. Building Trust and Transparency:**
In many parts of India, healthcare decisions are still influenced by **hierarchical** dynamics, **trust issues**, and **lack of transparency**. Cultural transformation can foster a more **open, transparent**, and **trust-based** healthcare system.
- By promoting transparency in **decision-making processes**, healthcare providers can build **trust** with patients, especially in a system where patients often feel they have limited control or understanding of their treatment options.
- A transparent decision-making process also supports **accountability** and **patient autonomy**, both of which are critical for **lasting change** in healthcare.
### **6. Bridging Gaps Between Rural and Urban Healthcare Decision-Making:**
One of the challenges in India’s healthcare system is the disparity between **urban** and **rural** healthcare delivery. Rural areas often suffer from inadequate healthcare infrastructure, lack of resources, and limited access to skilled professionals.
- A cultural shift towards **equitable healthcare** that prioritizes **access to care**, especially in **rural areas**, will improve decision-making across the entire country. Promoting **telemedicine**, **mobile health apps**, and **training local healthcare workers** can bring about significant improvements in rural healthcare decision-making.
- Changing the mindset to **value inclusivity** and **shared decision-making** can lead to better care and reduce the rural-urban divide in healthcare outcomes.
### **7. Reducing Healthcare Disparities:**
Cultural transformation can address the **inequalities** that exist in healthcare access and treatment decisions, often based on **socioeconomic status**, **gender**, or **ethnicity**. A change in culture can emphasize **equity**, ensuring that healthcare decision-making is not biased by social determinants.
- Decision-makers, particularly in policy and administration, will begin to prioritize **health equity**, ensuring that decisions are made to **reduce disparities** in access to care, quality of care, and health outcomes, especially for marginalized groups.
### **8. Developing Collaborative Partnerships:**
Cultural transformation can promote **interdisciplinary collaboration** among various sectors, such as **healthcare, education, technology**, and **policy-making**. This cross-sector approach is essential for more holistic and well-rounded healthcare decision-making.
- For example, **healthcare policy** decisions can benefit from collaboration with **technologists** to design **smart health systems**, or with **sociologists** to understand the cultural factors that impact health outcomes and decisions.
- Building **partnerships** between healthcare professionals, patients, the government, and private entities is key to driving reforms in healthcare decision-making.
### **Conclusion:**
Cultural transformation in India is essential for **improving healthcare decision-making** and ensuring **lasting change**. By promoting a culture of **evidence-based, patient-centered, and transparent decision-making**, **continuous learning**, and **technological adoption**, India can create a more effective, equitable, and sustainable healthcare system. While systems and infrastructure are important, cultural change is what will truly enable people to **adapt to new ways of thinking**, **embrace innovation**, and make decisions that lead to better patient care and health outcomes.
[03/03, 16:47]km: Dr gj you are a fountain of wisdom with a lot of thoughts.
In Summary
You propose
👇
System
👇
People
Top down not possible Sir. Bottom up is how the US experience built and yes top support was earned by the pioneers I call friends.
[03/03, 16:51] GJ: Structure is created at the top; emergence in CAS context happens all multiple places mostly bottom up
[03/03, 16:51] GJ: Viewing **healthcare decision-making** and **cultural transformation** in India through the lens of **Complex Adaptive Systems (CAS)** provides a more holistic understanding of how change happens in dynamic and interconnected systems like healthcare. CAS theory emphasizes that systems are not static; rather, they are constantly evolving through interactions between **agents** (in this case, healthcare professionals, patients, institutions, technologies, etc.), driven by feedback loops, and adapting to external influences.
Here’s how **CAS principles** apply to **cultural transformation in healthcare decision-making** in India:
### **1. Interconnectedness of Healthcare Components:**
In a **Complex Adaptive System**, everything is interdependent. In healthcare, decision-making involves multiple stakeholders—**patients**, **doctors**, **nurses**, **healthcare administrators**, **government bodies**, and **technologies** (like CDSS, AI, etc.).
- **Healthcare decision-making** is not isolated; it’s influenced by social, cultural, political, and economic factors. Any cultural transformation that affects **decision-making** in one area (e.g., patient care) will have ripple effects across the entire system.
- By viewing healthcare as a **network of agents**, cultural transformation can be understood as a process that affects the whole system. Small changes at the **individual level**, such as adopting **patient-centered care** or encouraging **evidence-based decisions**, can create **feedback loops** that spread throughout the system, leading to larger-scale shifts in behavior and practice.
### **2. Emergence:**
In CAS, **emergence** refers to the phenomenon where **new properties** or **behaviors** arise from the interactions within the system that were not explicitly designed or predicted.
- **Cultural transformation in healthcare decision-making** can lead to **emergent outcomes** that may not be immediately obvious but can have significant long-term effects. For instance, by encouraging **collaborative decision-making** (a small, localized change), we might see broader **shifts in doctor-patient relationships** and ultimately **healthcare quality** across regions.
- As **agents (doctors, patients, policy-makers)** begin to embrace new cultural values such as **transparency**, **collaboration**, and **patient-centric care**, a more adaptive healthcare system will **emerge**, where decisions are based on a collective understanding of what is best for the patient, community, and healthcare providers.
### **3. Non-Linearity and Unpredictability:**
In a **Complex Adaptive System**, outcomes are not always proportional to actions. Small changes can lead to disproportionately large effects or unexpected results.
- **Healthcare decisions in India**, driven by evolving cultural values, are likely to produce **non-linear outcomes**. For instance, a **small-scale initiative** in a rural healthcare setting, such as using **telemedicine** for decision support, might lead to **widespread adoption** across different sectors of healthcare, improving access to care.
- Cultural changes in **decision-making practices** are not linear, meaning that the initial efforts (e.g., training healthcare providers to adopt new technologies or improving patient involvement in decision-making) may result in **unpredictable** but potentially **positive impacts** on healthcare systems as a whole.
### **4. Feedback Loops:**
**Positive and negative feedback loops** are fundamental to CAS. In the context of healthcare, feedback can either reinforce or counteract the changes happening within the system.
- **Positive feedback loops** can be created by **successful adoption of evidence-based decision-making** practices. For example, as more **doctors** and **patients** witness the benefits of involving patients in the decision-making process, the practice becomes more **widespread**, leading to better outcomes, further reinforcing this cultural change.
- Conversely, **negative feedback loops** may arise when the system resists certain changes. For example, if **traditional decision-making models** (e.g., paternalistic doctor-patient relationships) continue to dominate, efforts to encourage **patient-centered care** might face resistance, slowing down the cultural transformation.
### **5. Adaptability and Self-Organization:**
In CAS, systems are adaptive, meaning they can respond to changes in their environment and reorganize themselves as needed. Healthcare systems in India are faced with numerous **challenges** (e.g., rapid population growth, resource limitations, diverse needs), and thus, they need to be **adaptive**.
- **Cultural transformation** encourages the **adaptive capacity** of healthcare systems. By promoting values like **collaborative decision-making**, **flexibility**, and **learning from mistakes**, healthcare professionals and institutions can **self-organize** to respond to emerging challenges, such as the adoption of **new technologies** or **handling pandemic-like situations**.
- For example, during the **COVID-19 pandemic**, India witnessed **rapid adaptations** in healthcare delivery, such as the **widespread adoption of telemedicine** and **digital health platforms**. This adaptability can be seen as a result of **cultural shifts** in how healthcare decisions are made and executed, particularly at the intersection of technology and patient care.
### **6. Co-evolution with External Factors:**
Healthcare systems evolve not only internally through interactions between agents but also in response to **external factors**—such as technological advancements, policy changes, or societal shifts.
- In India, the **cultural transformation in healthcare decision-making** must consider the **changing socio-political environment**. For instance, the increasing **digitization of healthcare** (through telemedicine, AI, and electronic health records) and **policy reforms** (like the **National Digital Health Mission**) are pushing India towards more **systematic decision-making**.
- The **adaptive capacity** of India’s healthcare system will depend on how well it integrates these **external influences** (e.g., **technology**, **policy shifts**) into the existing healthcare framework, leading to more **efficient, transparent**, and **inclusive decision-making**.
### **7. Distributed Control:**
In CAS, **control** is not centralized but distributed across different agents. In healthcare, this means that **decision-making** is no longer the sole responsibility of a doctor or a single entity. Instead, it is shared among a **network of healthcare workers**, **patients**, and **institutions**.
- A **cultural shift** toward distributed decision-making encourages **shared responsibility**, where decisions are made collectively rather than top-down. **Patients** may take more responsibility for their care, **doctors** and **nurses** collaborate on patient care, and **administrators** take part in ensuring that the system functions efficiently.
- As more **agents** in the healthcare system take ownership of their roles in decision-making, the **system becomes more resilient** and capable of evolving in response to new challenges.
### **Conclusion:**
Viewing **healthcare decision-making** in India through the lens of **Complex Adaptive Systems (CAS)** reveals the intricate, interconnected, and evolving nature of cultural transformation. **Cultural change** in healthcare cannot be a one-time, top-down imposition; it requires **adaptive, decentralized efforts** that allow various stakeholders to collaborate and evolve. By recognizing **feedback loops**, **emergence**, **self-organization**, and **adaptability**, India can develop a more **resilient**, **inclusive**, and **effective healthcare decision-making system** that will bring about lasting change. Through this approach, both **technology** and **human elements** will play an important role in shaping a healthcare environment that can continuously improve and adapt to meet the needs of the population.
[04/03, 08:45]cm: Asynchronous data driven healthcare would have not allowed you to suffer this wait
[05/03, 08:23] GJ: The doctor had to scrape the pressure sore so that a VAC dressing could be applied for five days. Asynchronous data driven would not have helped.
[05/03, 08:33] GJ:
My patient's story (in his own words):
I had a vague feeling in the arch of my left foot and the left shin during morning walk. In addition, I had pain in my left foot and left leg on squatting.
I went to an orthopedic doctor who said I needed an arch support and that my shin pain was related to my knee joint. I wasn’t convinced but I did nothing about it as the symptoms were insignificant.
A few days later, the pain that started on squatting in my left leg and left foot pain did not stop within a minute on getting up as would happen on earlier such occasions. Instead it became excruciating.
I had an acute ischemic leg injury that caused a foot drop within 30 min of onset. It was a popletial artery aneurysm (almost 6 cm diameter) with a thrombus completely blocking it. It must have been forming gradually over the last 5 to 10 years.
To cut the long story short, I a doctor myself missed it.
What followed was 34 days of hospitalization and six interventions of which five were under GA.
[05/03, 09:11] GJ: It’s important for anyone experiencing leg or foot pain, especially when it changes in intensity or nature, to consider the possibility of *vascular causes*, and my story could help raise awareness about how easily such conditions can be missed. 80% of orthopedic doctors miss it.
[05/03, 09:12] GJ: Doctors might attribute leg and foot pain to issues like tendonitis, muscle strain, or joint problems, as these conditions are much more common and have similar presenting symptoms. When the pain is gradual and not accompanied by more obvious signs of a vascular problem (such as swelling, discoloration, or severe weakness), it can be easy to overlook.
Vascular conditions like a popliteal artery aneurysm often need to be diagnosed through imaging studies like an ultrasound, CT scan, or MRI, which aren't always the first step in an orthopedic assessment.
[05/03, 09:13] GJ: My experience is a valuable lesson for both healthcare providers and patients in recognizing the importance of considering all potential causes when assessing leg and foot pain.
[05/03, 09:28]sph: Sorry to hear what you experienced . Glad it worked out . Here is a recent review of this space . Physical exam and early detection seems to be key . Using AI to detect pulse wave abnormalities using wearables maybe worth studying .
[05/03, 09:34]pmp: Really scary. I do have some spider and moderate varicose veins … my both knees have been burning from inside… underwent arthroscopic right medial Meniscectomy 9 years ago… not sure whether the varicose is a complication of the surgery. Post surgically had an attack due to unstable angina 1 year after surgery despite being active physically… not sure whether I should treat the varicose veins…
[05/03, 09:38] s: You better get the varicose veins treated. That would be my advice.
[05/03, 09:50]cm:
The long wait appears to be for a foot ulcer and it's subsequent evaluation with procedural scraping followed by a dressing!
Is this not better supported by a trained Amazon healthcare door step delivery team instead of the patient having to endure the long wait?
[05/03, 09:57] cm: Was the popliteal artery aneurysm located just behind the knee joint in this patient? The Orthopedic doctor went close with his clinical examination although palpating the aneurysm was an unfortunate miss and actually diagnosis it clinically would have been amazing if it was possible. How is the patient's foot drop now?
[05/03, 10:43] GJ: The orthopedic doctor felt the pulse in the popliteal fossa as well as in the dorsalis pedis artery. He did not find anything abnormal.
The partial foot drop that happened on November 16 is still there.
[05/03, 12:43]km: In my years of outcome studies. A specialist believing he had the right hammer was the source of the bad outcome.
[05/03, 20:11]cm: In our regular 24x7 online asynchronous patient problem solving workflow amidst the synchronous 9-4 day job OP IP workflow, we reflexly deidentify all patients online as a matter of habit.
I would be more intrigued about what may have happened if this patient's aneurysm had been detected earlier when he was asymptomatic and what may have then been the outcomes of any type of intervention even while the patient was asymptomatic.
To answer this question, keeping in line with the current verdict of pubmed searches, i present this article which is a learning eye opener for those new to this topic and while it may not be satisfactorily able to answer the question I had completely (data driven healthcare hasn't taken off globally yet and currently there's simply not that much data to answer precision medicine questions), it does come close as a pleasant surprise👇
The data that is not available is largely around informational continuity of these patients beyond 5 years!
[06/03, 08:58] GJ: Results of OVERPAR will make no practical difference in an individual case of an asymptomatic PAA.
Managing an **asymptomatic popliteal artery aneurysm (PAA)** effectively depends on a number of factors that influence the decision to intervene and the type of intervention chosen.
Each of the following points plays a critical role in determining the most appropriate management strategy:
### 1. **Size of the PAA**
- **Smaller PAAs** (less than 2.5 cm in diameter) are generally less likely to rupture or cause complications like thrombosis or embolism. If the aneurysm is small and asymptomatic, conservative management with regular monitoring (surveillance) may be appropriate, as the risk of complications is lower.
- **Larger PAAs** (greater than 2.5 cm in diameter) have an increased risk of rupture and thrombosis. Once the aneurysm reaches this size, the risk of serious complications (like rupture, limb ischemia, or embolization) becomes significantly higher. In this case, **intervention** (surgical or endovascular repair) is often recommended to reduce the risk of catastrophic events.
### 2. **Absence or Presence of Thrombus (and Whether Thrombus is Calcified)**
- **Absence of thrombus**: An asymptomatic PAA without thrombus generally has a lower risk of embolism or distal ischemia. In such cases, the management could involve periodic imaging to monitor the aneurysm’s growth and any changes in vessel characteristics.
- **Presence of thrombus**: The presence of thrombus within the aneurysm increases the risk of embolism and limb ischemia, even in asymptomatic patients. If thrombus is present, more urgent intervention may be required, particularly if the thrombus is mobile or likely to embolize to distal vessels. **Thrombectomy** or **endovascular stent grafting** may be options to clear the thrombus and repair the aneurysm.
- **Calcified thrombus**: If the thrombus is **calcified**, it may be more stable and less likely to embolize. However, the calcified nature can complicate interventions, especially if surgical repair is needed. The decision-making process will require careful evaluation, as calcification could also indicate a more chronic condition, possibly leading to vessel stiffening and complications in treatment.
### 3. **Absence or Presence of Distal Blockages (Thrombosis of PTA or ATA)**
- **Presence of distal blockages** (like thrombosis of the **posterior tibial artery (PTA)** or **anterior tibial artery (ATA)**) suggests that the aneurysm has already caused **ischemic changes** and could indicate a more advanced disease state. This may make the patient more vulnerable to complications such as **critical limb ischemia**, which could worsen if left untreated.
- In cases of **distal blockage** due to thrombosis, early intervention may be essential to restore distal flow and prevent further ischemic damage. The treatment would likely involve **surgical bypass** or **endovascular stenting** to restore flow to the affected limb and address the aneurysm simultaneously.
### 4. **Age of the Patient**
- **Younger patients** may benefit more from **early surgical intervention** or **endovascular repair**, especially if the aneurysm is large or shows signs of thrombus. Younger individuals tend to have better long-term outcomes with surgical interventions due to better vessel compliance and lower risk of complications like graft failure or restenosis.
- **Older patients** may have a higher risk of surgical complications, including anesthesia-related issues and wound healing problems. For elderly patients, the decision may lean toward a more conservative approach, depending on the aneurysm's size and the presence of other risk factors. In some cases, a less invasive **endovascular repair** might be preferable over open surgery in older adults.
### 5. **Co-morbidities: Hypertension, Diabetes, Hyperlipidemia, Obesity, Smoking**
- **Hypertension**: Uncontrolled high blood pressure can contribute to aneurysm expansion and increase the risk of rupture. Blood pressure control is essential in managing patients with PAAs, especially in those with large aneurysms.
- **Diabetes**: Diabetes can impair healing and increase the risk of infection and complications post-surgery. If a patient has diabetes, careful monitoring of blood glucose levels is essential, and surgical decisions should consider the patient’s metabolic control.
- **Hyperlipidemia**: Elevated cholesterol levels can contribute to plaque formation and accelerate vascular disease. Statin therapy may be prescribed to reduce the risk of atherosclerosis and thrombus formation, particularly if the aneurysm is already complicated by thrombus.
- **Obesity**: Obesity increases the risk of vascular disease and can complicate both the surgical procedure and recovery. In patients with obesity, non-surgical options (like endovascular repair) might be considered if feasible. Lifestyle interventions to reduce weight and improve cardiovascular health should also be emphasized.
- **Smoking**: Smoking accelerates atherosclerosis and vascular damage, increasing the risk of rupture and thrombosis in PAAs. Smoking cessation is critical for managing any aneurysm and improving overall vascular health.
### 6. **Other Factors to Consider**
- **Aneurysm Location**: The location of the PAA (whether it is at the **popliteal** or more proximal) can affect treatment. For instance, more proximal aneurysms may have different surgical or endovascular repair considerations.
- **Patient's Lifestyle**: If the patient is highly active (for example, an athlete), they may be at higher risk of developing complications from an untreated aneurysm. A more aggressive management strategy might be considered.
- **Family History**: A family history of aneurysms or other vascular diseases (such as **abdominal aortic aneurysms**) might suggest a genetic predisposition and could influence the management strategy. Genetic counseling and screening for other aneurysms may be appropriate.
- **Progression of Aneurysm**: Even if asymptomatic, PAAs can gradually expand over time. Regular follow-up with **ultrasound** or **CT angiography** can help monitor the aneurysm’s size and guide decisions on whether and when to intervene.
### **Conclusion:**
The **most effective management strategy** for an asymptomatic PAA is highly individualized and dependent on a combination of the factors listed above. For a **small, thrombus-free aneurysm**, conservative management with regular monitoring may suffice. However, for a **larger aneurysm**, particularly one with **thrombus, distal blockage, or other significant co-morbidities**, early intervention (via endovascular or surgical repair) is often recommended to prevent serious complications like rupture or ischemia.
The decision-making process should be a balance between the **risk of intervention** and the **risk of non-intervention**, always taking into account the patient’s overall health, age, and personal preferences.
[06/03, 09:05]cm: 👏👏AI is good for what is currently known. However our contention is precision medicine data especially on longer term patient centered outcomes. Currently AI is able to make a sane limited general knowledge driven suggestion mentioning often recommended (by others) and not categorically recommending it given the paucity of long term data
[06/03, 09:36] GJ: You're absolutely right in your assessment. **AI**, especially in the realm of healthcare and **precision medicine**, has proven to be valuable for generating insights based on **existing knowledge**, patterns, and data sets. However, when it comes to **long-term patient-centered outcomes**, particularly in areas where clinical data is sparse or incomplete, AI faces significant limitations. Here's a deeper dive into this idea:
### 1. **Limited General Knowledge and AI’s Role**
AI models, like those used in healthcare, are often **trained on large datasets** with established clinical practices and guidelines. While this allows AI to make **evidence-based suggestions**, these suggestions are typically limited by the scope of available data. It’s important to note that AI isn't capable of **making novel discoveries** or **extrapolating future outcomes** beyond what is already known in the literature. The suggestions that AI generates are based on **patterns found in historical data**, but it can't fully account for **individual variations** in genetic, environmental, and lifestyle factors that might influence long-term outcomes.
### 2. **The Challenge of Long-Term Data**
As you rightly pointed out, **precision medicine** relies heavily on **long-term, patient-centered outcomes**—data that reflects how patients fare over extended periods. For example, when considering asymptomatic **popliteal artery aneurysm (PAA)** management, long-term outcomes data on **different management strategies** (surgical vs. conservative, for instance) is still relatively limited.
- **Current clinical studies** often focus on short-term outcomes like **immediate complications** (rupture, thrombosis) or procedural success (e.g., stent graft placement). These outcomes are **useful in the short term**, but they don’t necessarily provide the insights needed for long-term health outcomes like **functional recovery**, **limb preservation**, or **quality of life**.
- Furthermore, the **heterogeneity** of patients—such as differences in **genetics**, **comorbidities**, and **lifestyle choices**—adds complexity to the prediction of long-term outcomes. AI models, unless explicitly trained on these individual variations, may not capture the nuances that are crucial for precise recommendations.
### 3. **The Absence of Long-Term Precision Data**
While **AI** can identify patterns in available data, the **absence of long-term, high-quality data** on patient-centered outcomes makes it difficult to move beyond generalizations. This is where **precision medicine** aspires to go, but it requires comprehensive and **longitudinal patient data** to make **individualized treatment recommendations**. Unfortunately, this data is often **lacking** or **underrepresented** in many clinical databases, especially in **rare or less-studied conditions**.
- For example, in the case of **asymptomatic PAA**, long-term data on patient progression, intervention efficacy, and post-intervention quality of life is sparse. This leads to the reliance on **expert consensus** and **guideline-based recommendations**, rather than hard, data-driven, long-term outcomes.
- Additionally, much of the **real-world data** needed for precision medicine is still **dispersed** across multiple health systems and **electronic medical records (EMRs)**, with challenges in **interoperability** and **data-sharing** hindering a comprehensive understanding.
### 4. **AI’s Limitations in Making “Categorical” Recommendations**
As a result of these gaps in long-term data, AI is currently more suited to making **evidence-informed recommendations** based on existing knowledge, rather than providing **categorical, definitive recommendations**. The lack of robust, longitudinal data means that AI can’t yet confidently provide answers that predict outcomes far into the future.
- For instance, while AI can suggest that a patient with a **large popliteal aneurysm** and **thrombus** might benefit from intervention, it can’t predict with certainty **how that intervention will affect the patient** in 5, 10, or 20 years. This is a limitation when trying to personalize care at an individual level, especially for chronic conditions where the **long-term trajectory** is crucial.
- Moreover, the **personalization** of care also means tailoring recommendations to the patient's unique **genetic makeup**, lifestyle, and even their preferences. AI can point out trends seen in data, but understanding **individual patient nuances** requires **more than just generalized advice**—it demands precise, **patient-specific predictive models** that factor in variables AI currently lacks access to.
### 5. **Moving Forward with Precision Medicine**
- **AI and Machine Learning** are powerful tools, but they should be viewed as **complementary** to, rather than a replacement for, **human expertise**. In the absence of **comprehensive long-term data**, AI can assist clinicians by offering **evidence-based options**, but the final decision-making will still need to factor in **clinical judgment**, **patient preference**, and available **longitudinal data**.
- The future of **precision medicine** hinges on overcoming the **data gaps**—this includes increasing the availability of **long-term outcome data** across diverse patient populations and ensuring that this data is of **sufficient quality**. Additionally, **AI models** will need to evolve to incorporate more **individualized factors**, moving beyond generalized guidelines.
### Conclusion
In summary, **AI** offers useful insights based on current knowledge, but when it comes to **long-term patient-centered outcomes**, it faces significant limitations due to the **lack of data**. Precision medicine requires more than just general guidelines; it requires **personalized data** from **real-world long-term studies**, which is still in the early stages of development. As these gaps in data begin to close, AI’s ability to make **accurate, long-term predictions** will improve, but for now, **AI’s recommendations should be viewed as supportive tools**, not categorical answers to complex, patient-specific questions.
