What's Hidden In
What's Hidden In
OM's editorial sleuths uncover valuable
pearls for your practice.
FROM THE EDITORIAL DIRECTOR
Recently, I started driving with
less of a lead foot. It's a sign
I'm getting old, say friends.
My wife thinks I'm setting an
example for the kids. The kids think
I'm being careful, as the car is somewhat
new (and I'm getting old). My
mother assumes that I need an updated
eyewear prescription because,
she tells me, her son is getting old.
To keep the peace, I smile and ask
for a glass of prune juice. But the explanation
for my driving is this:
There's a gauge on the dashboard of
the new car that displays my miles
per gallon. It's like a game in which
the object is to get the MPGs as high
as possible. It replaces the old game,
"Push the Speedometer," and it's far
more rewarding. The gauge shows
the savings that correspond to my
easing up on the accelerator. These
savings are no longer hidden.
That ability to find valuable tools
and information that are often hidden
is a recurring theme in this issue.
► In our cover feature on comanaging
glaucoma, beginning on
features, author Charles Aldridge,
O.D., illustrates through case studies,
the need to look beyond a single set
of measurements or assumptions before
deciding whether to refer a patient
to a glaucoma specialist.
► Dry eye disease often confounds
clinicians, as patients may present
with this complaint, but show no
signs of the condition. A possible explanation
could be non-obvious
mebomian gland dysfuntion — that
is, MGD that exists in the absence of
infection and/or inflammation of the
lids or glands, as Drs. Caroline A.
Blackie and Donald R. Korb explain
in their article.
► Our feature on how to prevent
theft and embezzlement reveals
the reason why embezzlers are
successful: The devil (or thief) is in the
details, which are often hidden from
the practice owner.
► Often, uncovering information
requires a massive effort. For example,
to truly understand your practice's
costs per patient, it would
require you to follow staff and patients
with a stopwatch, and then perform
numerous calculations. And
while it may sound incredible, that's
exactly what Scot Morris, O.D., did
to create the foundation of his report,
"The Real Cost of Doing Business". His findings may surprise
even those who keep meticulous financial
Coming full circle, I invite you to
share your comments with us (e-mail
me at firstname.lastname@example.org). We rely on your input to continue
uncovering hidden pearls that
benefit all OM readers. OM
Optometric Management, Issue: June 2010