Namita Seth Mohta, MD, is a physician executive with expertise in health care delivery transformation. She has been part of the founding Population Health and ACO leadership teams at both Partners Health Care and the New England Quality Care Alliance affiliated with Tufts Medical Center, both in Boston. Her responsibilities have included designing and implementing ACO strategies for Medicare, Medicaid, and Commercial populations, with a focus on scaling tailored clinical interventions, integrating analytics and measurement, and leading change management and team-based care with providers. Dr. Mohta also has industry experience as a management consultant with the Boston Consulting Group. She is currently the Clinical Editor for NEJM Catalyst, a publication launched by The New England Journal of Medicine that accelerates innovation in health care. Dr. Mohta practices internal medicine at the Brigham and Women’s Hospital and is faculty at The Center for Healthcare Delivery Sciences and Harvard Medical School. She completed her Internal Medicine and Primary Care residency training at the Brigham and Women’s Hospital. Dr. Mohta is a graduate of Yale College and Yale School of Medicine.
Health care leaders and frontline clinicians are eager to embrace design thinking. Yet its principles are not widely applied.
An NEJM Catalyst Insights Council survey finds that human interaction and social support are vital for patient behavior change and employee wellness programs.
Clinician burnout is far from being eliminated at health care organizations, but leaders, frontline physicians, and nurses are joining forces to get to the roots of the crisis.
An NEJM Catalyst Insights Council survey finds that clinicians and leaders do not see eye-to-eye on many aspects of health care delivery.
Roundtable by Rana L. Awdish, Dale M. Glenn, Ghazala Sharieff, Thomas Howell, Jr. & Namita Seth Mohta
A group of care experience leaders from across the United States discuss innovative physician coaching models at their respective organizations.
Health care stakeholders are not aligned in important goals and in large part are not working together to achieve value-based care, according to the NEJM Catalyst Insights Council. They are waiting on government regulators to change the payment model — including, possibly, single-payer health care.
By neglecting mental and behavioral health, our society has made it virtually impossible to succeed in holistic health, and thus to improve health outcomes.
Social networks — both face-to-face and virtual — have been shown to positively impact behaviors such as weight loss and smoking cessation. Is the health care industry ready to more widely leverage this mechanism for increasing healthy behaviors among patients?
Clip by Namita Seth Mohta, Michele Heisler & David A. Asch
The evidence for improved clinical outcomes, lower costs, and reduced hospital and ED utilization resulting from mutual peer support health interventions.
As health care reform struggles to gain traction legislatively, health care professionals report that payment reforms continue to move forward at a moderate pace, and indeed are essential to achieving the Triple Aim.