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"Customer-centric, market-driven solutions for fixing America's broken healthcare system from one of the industry's most innovative thought leaders. Healthcare accounts for one-fifth of the U.S. economy. Everyone agrees that our current system is broken and needs repair. It must cost less, tackle chronic disease, and shift resources away from acute and specialty treatments into care management, behavioral health, and health promotion. The issue isn't what to do. It's how to do it. The answers lie in customer-driven reform, enlightened governmental regulation, and full-risk payment models that reward quality outcomes, service excellence, and efficient operations. Customers are demanding more value. In response, enlightened health companies are reconfiguring business models to deliver appropriate, accessible, holistic, reliable, and affordable care. According to this new model, caregivers inform and engage patients; payers reward health companies that deliver great outcomes and great service at competitive prices; health plans strive to keep their members as healthy as possible; investors fund innovative companies whose products and services delight customers; health companies employ liberating technologies that enhance system-wide access, fairness, safety, compassion, and affordability. In The Customer Revolution in Healthcare, top healthcare consultant and strategist David W. Johnson explains how aligning economic incentives with patient needs will deliver better outcomes at lower costs with superior customer service. The market will be won by disruptive, bottom-up, and customer-centric competitors who will deliver kinder, smarter, and cheaper care to all."

""NO! NO! NO! NO!" yelled one artist to another as he viewed what the other had painted during the day. "You do not understand! This is not what we are trying to do!" "It is you who do not understand!" the other replied. "This is what we talked about this morning!" "This is exactly what we are trying to achieve!" Such heated discussions were common between two of the greatest painters of the early 20th Century. They had an intense creative collaboration filled with conflict. They dressed alike, in mechanics' clothes, and jokingly compared themselves to the Wright brothers (Orville and Wilbur). From about 1908 to 1912, they saw each other almost every day, talked constantly about the revolutionary new style they were developing, and painted as similarly as possible. Many of their respective works from those years were indistinguishable. In many cases, only art experts could or can distinguish between a painting by one or the other. They were deeply committed to their goal of creating a new style. Usually, they would meet for breakfast to discuss what they planned to paint during the d"--

The effects on the outcomes of problem-solving of homogeneous and heterogeneous distribution of information and the use of perspective-taking and egocentric-presentation processes of information exchange within problem-solving dyads were examined. Subjects were given incomplete information relevant to solving a complex problem and were instructed to engage in perspective-taking or egocentric-presentation behaviors while discussing the problem with a confederate. The confederate presented either similar or different information and engaged in either perspective-taking or egocentric-presentation behaviors, depending upon the condition. The results indicate that perspective-taking as a process of information exchange affects the quality of problem-solving, perceptions of the extent to which problem solvers value and attempt to understand and consider each other's information, interpersonal trust, and attitudes toward fellow problem-solvers and the problem-solving experience. Heterogeneity of information did not affect problem-solving outcomes when perspective-taking was being used, but had negative effects when egocentric-presentation was being used