The New York Times recently reported on research suggesting the susceptibility of physicians to financial incentives. The research, and how it was reported, illustrate the complexity of untangling issues of conflict of interest affecting physicians and other health care decision makers.
To summarize, the Times reported on a study just published in Health Affairs that found "providers who were more generously reimbursed prescribed more costly chemotherapy regimens to metastatic breast, colorectal, and lung cancer patients." The Times noted that "unlike other physicians, cancer doctors can profit from the sale of chemotherapy drugs in a practice known as the chemotherapy concession." So, "while critics say this creates a potential conflict of interst among oncologists advising patients on treatment, the doctors have said that the profit is needed to pay the high cost of running their practices." The Times then quoted opposition to the notion that physicians' decisions were ruled by conflict of interest from an "executive" [actually, Interim Executive Vice President and CEO] of the American Society of Clinical Oncology, Dr Joseph S Bailes, who said words to the effect that "cancer doctor select treatments only on the basic of clinical evidence." The Times then interviewed the study's senior author, Professor Joseph P Newhouse of Harvard, who argued that "there is little evidence that one chemotherapy drug works better than another, [so] 'the physicians have more control over the agents chosen.'" Bailes countered that "there was clear clinical evidence about which drugs should be used even in advanced stages of the disease and that doctors recommend the most appropriate treatments." But Dr Craig C Earle, another study author, had the last word, arguing that "doctors, despite their insistence that their treatment decisions are based solely on what is best for the patient, are affected by payment policies and other financial influences, including gifts from drug companies...."
So what really is the message, that physicians make appropriate decisions based on the evidence, or that they are influenced by financial incentives, including gifts from drug companies? The Times reported the research results in the context of a tit-for-tat among the articles' authors and the ASCO CEO. By giving the authors more air time and the last word, the Times seemed to slightly favor their point of view.
So maybe this is all another argument for what I have said before about conflicts of interest: I suggest developing a broad set of principles about conflicts of interest, and generally about business ethics in health care, focused on all transactions with outside organizations with their own vested interests or agendas. These principles should apply to all who make decisions in health care, physicians, other health care professionals, and leaders of health care organizations. The details of the implementation of these principles could vary, so as to apply to the setting and role of each individual.
For what it's worth, my gut feeling is that most physicians try to make decisions based on evidence, on patients' characteristics and their preferences, but that it is hard not to be influenced by other factors, including financial incentives.
I should also note that the only financial incentives the study analyzed were Medicare reimbursement rates. Conflicts of interest, such as gifts by pharmaceutical firms to physicians, may affect their decisions, but this study was not designed to assess such conflicts. Hence Dr Earle's last comment may reflect his beliefs, and may be true, but does not follow from this single study's results.
So maybe this is all another argument for what I have said before about conflicts of interest: I suggest developing a broad set of principles about conflicts of interest, and generally about business ethics in health care, focused on all transactions with outside organizations with their own vested interests or agendas. These principles should apply to all who make decisions in health care, physicians, other health care professionals, and leaders of health care organizations. The details of the implementation of these principles could vary, so as to apply to the setting and role of each individual.