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Patients are accountable for providing feedback, which is essential for a system of shared accountability to function correctly. Patients may also ask questions, of course and should be expected to follow instructions, because if they do not they are not upholding their part of the arrangement to share responsibility.
After all, shared governance can easily turn into anarchy without intelligible communication between all parties, and this communication is conducted by means of data, information that is gathered and readily interpreted. From this observation, it is easy to see how accountability can be incorporated into a shared governance model, because it can be done by increasing the access to this information -- letting patients, medical providers, payers and personnel "eavesdrop" on the conversation that permits shared governance to work in an orderly fashion, by giving them access (perhaps selectively) to the data that is most relevant to them.
But the sensible and workable nature of such a proposal should be self-evident. After all, if part of the necessity of shared governance comes from the desire to improve patient satisfaction and HCAHPS scores, then it is also necessary to state an obvious fact: patient satisfaction and HCAHPS scores are abstract numerical evaluations; in other words, they are a type of data or "information." And when we view shared governance from the standpoint...
Accountability is going to hinge on information, and thus some of the central goals of an information economy -- such as the gathering and interpretation of data, and even more importantly the realization that an increase in transparency will improve these efforts -- are going to be part of any viable accountability strategy.
For this reason, it is essential that providers organize information into a coherent and consistent package that patients, personnel and payors can alternately embrace and digest. Simplicity in this process is key and pivotal and information sharing should be smooth and without the kind of headaches that traditionally plague the bureaurcratic relationships of various entities and departments, all trying to compete for the attention of single individuals.
Thus, methods used to incorporate concepts of shared accountability include divesting the structure of any needless distractions and communication should be fluid. Communication is essential, and should be timed and scheduled on a regular basis; for instance when personnel are checking up on payors and coordinating with insurance companies in order to get approval: there must be a formula for follow-up calls and a timeframe that is adhered to…
Hospital Case Study In any case study, it is important to gather information concerning the topic, or "case," and then ask three questions. The questions are, "What's going on right now?," "What can we do about it?," and "What can we do about it?" In the case of Faith Community Hospital, there are several problems going on that can be divided into three categories: Organizational process issues. Ethics issues. Communication system issues. The first group of
The clinical trial team includes doctors, nurses, social workers, data entry technicians and other health care professionals (NWHRC 2005). They review a participant's health history and current medical intakes before the trial begins. They impart adequate information and instructions about the clinical trial, monitor each participant in the conduct of the trial and may contact the participant after the conduct of the trial. Clinical trials or researches may also be open-label,
These insights from the Simulation were meant to be a valuable contribution and reference for the effective implementation of Australia's health reform agenda, according to AHHA director Prue Power (AHHA). Implications on the Medical Devices Industry The Reform Plan may also trigger a series of swift market changes for this industry (MedicExchange, 2010). A Frost and Sullivan consultant projected that the U.S.$2.3-billion medical devices market would grow at an estimated 9%
During the semester, the student informed the faculty field coordinator of a history of sexual and emotional abuse causing difficulty in school and ability to work with certain client populations.. The student was in therapy with a social worker and psychiatrist. The field coordinator contacted the field instructor to discuss the student's performance in the field. There did not seem to be apparent problems. The field coordinator did not
hospital is that it does not any longer believe in the promises that it made when the founders set up the hospital. The second problem is due to the large differences that exist among the members of the Board and as a result the CEO is not finding it possible to control these differences. The third problem can be viewed as an extension of the same lack of control
Shared Governance to Improve Jacobi Hospital's Quality Shared governance is used and exhibited in my organization by promoting shared decision-making and accountability to the nursing staff. The positive outcomes of shared governance include increased nurse satisfaction, retention, and motivation. Exhibiting shared governance expects nurses to act with ethical confidence by taking control of their practice at the point of care, improving quality patient care, promoting survey response and increasing HCAHPS