VIEWPOINT

YES, IT WILL HAPPEN

WHAT DO YOU DO WHEN TECHNOLOGY CAN DO EVERYTHING?

JIM THOMAS
Editorial Director

A COMPUTER SALES REP once advised me not to waste money on a desktop system that offered 500 MBs of memory or more because, of course, computers will never need that much memory to run even the most memory-intensive software programs. The lesson from this and thousands of other examples is to avoid any predictions about technology that won’t happen. Most hearing aids are made by 3-D printers. Robots are “trained” to assist in surgery and, as you might imagine, there are now even personal injury law firms that seek robot malpractice cases. Will a robot lawyer (C-3PO, J.D.?) ever try one of these cases?

DON’T UNDERESTIMATE THE COMPUTER

I won’t say no. As a recent issue of Fortune tells us, “It’s dangerous to claim that there are any skills computers cannot eventually acquire.” Where does that leave us? In June, Bloomberg Businessweek devoted a single issue to one essay on understanding code. The essay argues that those who don’t understand code will be left behind.

A recent issue of Fortune tells us it’s not so much about software coding as it is understanding those activities that we will insist be performed by other humans, even if a computer can do them. These activities include leadership roles where a human must remain accountable, collective goal setting and work done by humans because human nature demands it, “for reasons too deep even to be articulated.” Think social sensitivity, storytelling and relationship building, for example.

FOCUSING ON THE HERE AND NOW

Rather than look into the crystal ball and speculate, which is often risky business, this month’s issue of Optometric Management is devoted to making the most of technology that’s readily available. In his cover article, Ken Krivacic, O.D., lists five must-have technologies for the practice, beginning on p. 14. Though you probably have heard of all five, Dr. Krivacic explains how to use them to build a strong, prosperous practice.

One of the challenges with new office systems and state-of-the-art diagnostic equipment is getting the staff to use them. Craig Thomas, O.D., solves this challenge with his “Technology Implementation Plan” (p. 18), which explains how to integrate new instrumentation into the optometric practice, even with staff who are resistant to change. Once your staff is onboard with the new technology, it’s time to explain its benefits in easy-to-understand language that excites and delights your patients. Columnist Jay Binkowitz recommends using the seven-word test. His column on p. 44 also provides a list of sample scripts to get you started.

In summary: Investigate and implement the latest technology to improve your practice. But don’t ever stop developing the skills that make you most human. OM