The TPMI system of communication is known by most doctors for its comprehensive and simplistic nature, which is required to be delivered to patients consistently. There are two additional benefits of the TPMI communications system that also need to be understood and appreciated: 1) All 7 TPMI communications topics seamlessly support each other with no conflict or contradiction, and 2) This communication system fundamentally offers the patient a level of ownership that makes them responsible for their health. It is this patient ownership and responsibility that mitigate stress for the doctor and staff team while simultaneously empowering the patient to learn how much control they actually have over their health. 


If there is an enemy to be found in the hierarchy of health and the health care system, it is neither an individual nor an organization; the enemy that exists is ignorance. Intelligent people in "any walk of life" are limited in being able to become intelligent “in all walks of life.” When it comes to health and health care, ignorance is rampant. The only effective cure for ignorance is knowledge. In the TPMI communications system it has been proven that this knowledge not only needs to be spread but spread in a particular manner. It isn’t just the sharing of knowledge but the ongoing manner in which simple, customized information is spread in a conversational fashion absent of overload. 


The TPMI system of communications must be understood from a 40,000-foot perspective as well as from a close-up perspective. There are multiple layers that become involved in successfully imparting the basic knowledge of health and health care to a patient. If all that needed to be accomplished was to “share knowledge,” communicating would be a simple single layer project of systematically rolling out raw knowledge in a linear fashion, nonstop…nothing, however, is further from the truth. On the close-up perspective the TPMI system of communications has many very essential moving parts. Rest assured, these moving parts are all necessary and effective; furthermore, the list of moving parts is, thankfully, finite. It has been said, by multitudes of doctors, that although learning this system of communications requires time, focus and practice, once learned, the advantages for the doctor, the staff team, and the patients far outweigh the developmental effort of this requisite skill set.






The position far too many doctors take with the subject of office organization is not only one of “hands-off” but is also the mistaken position that organization is not that important, not that essential in practice building or in practice sustainability. In fact, organization in many offices is relegated to organically develop (on an as needed basis) on its own. The mostly unattended and unintentional organically grown organization develops into a chaotic piece-meal hodgepodge of dysfunction. This chaos not only produces eternal stress in the practice but that stress, in and of itself, permeates the practice, is noticed by the patients and causes many of them to quit their care. 


Doctors most likely take this position on organization by innocent default. They are trained as professional doctors, people who should be able to spend every second of their practice day on patient care. They did not receive any training on organization in school…and, they mistakenly think, if this subject would hold any level of importance, it certainly would have been included as an essential part of the learning curriculum. Many doctors own their practices and as an owner operator deserve the right to hire people to deal with the organizational bits and pieces in a practice. All that is required, they think, is to pay someone to “deal with” all things organizational. Until, for some doctors, one day they realize the stress is overwhelming and they finally come to the conclusion that some system of organization is required. This “one day” revelation is very good news…what happens next, however, makes all the difference. 


First, it must be understood that there is no perfect system of organization…yet, this absence of perfection cannot be allowed to preclude a decent organization from being implemented. Second, the best system of organization has NEVER built a practice. When done well, organization becomes the silent, almost invisible back drop in a practice that allows growth and once growth is created, sustainability. When an office is well organized, the organization itself simply stays out of growth's way. Patients are never able to notice or comment on a well-organized practice. What patients “experience” in a well-organized practice is a sense of comfort, a lack of stress, a seamless and comfortable delivery of care that appears simple and effortless. 


When a doctor is finally ready to find and implement a system of organization, great care ought to be taken to ensure that the chosen system not only fits what the office is attempting to achieve but that the individual components of the chosen system are complete, contiguous, and complementary to each other. One example of mismatched organizational components would be implementing a quality schedule and scheduler in your practice but, if the schedule and scheduler don’t offer an easy way of keeping statistics, you will have stress, frustration, and stalemate. Implementing a quality system of organization is not simply finding and inserting all of “the best” bits and pieces of organization components and expecting them to work with each other. Success in implementing the right system of organization starts with finding the complete system that does everything you need. 


The TPMI system of organization includes, but is not limited to, components such as: 


  • A customizable scheduling strategy and scheduler 

  • A method of efficiently and accurately keeping a meaningful plethora of statistics which logically shows you precisely where your practice is at any given moment in time…no emotion, just the facts 

  • Four patient tracking forms to determine trends which then give you the ability to implement and intervene, if you need

  • Structuring patient days and hours to total just 18 to 20 hours per week

  • Structuring up-time and down-time for your staff team to maximize efficiency, workloads, and profit 

  • Designing flow and function of the physical layout to augment efficiency in the delivery of care and communications 

  • Hiring and training a staff team that echoes your performance and expects growth with you 

  • A method to monitor all aspects of the practice in a practical and meaningful manner 


To know that such a complete and customizable system of organization exists provides more than a sense of relief, it provides a literal road map of success.