Coordinated, Collaborative Management of an Outbreak: Lessons for Maintenance of Patient Trust.

2021 ◽  
Author(s):  
James E. O’Brien
Keyword(s):  
Collaborative Management ◽  
Patient Trust

scholarly journals The formation of patient trust and its transference to online health services: the case of a Dutch online patient portal for rehabilitation care

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Lex van Velsen ◽  
Ina Flierman ◽  
Monique Tabak
Keyword(s):  
Health Services ◽  
Structural Equation ◽  
Assessment Tool ◽  
Measurement Model ◽  
Care Team ◽  
Care Organization ◽  
Patient Portal ◽  
Patient Trust ◽  
Related Factors ◽  
Ehealth Service

Abstract Background Trust is widely recognized as a crucial factor in successful physician–patient communication and patient engagement in treatment. However, with the rise of eHealth technologies, such as online patient portals, the role of trust and the factors that influence it need to be reconsidered. In this study, we aim to identify the factors that contribute to trust in an eHealth service and we aim to identify the consequences of trust in an eHealth service in terms of use. Methods The Patient Trust Assessment Tool was provided to new outpatients of a rehabilitation center in the Netherlands, that were expected to use the center’s online patient portal. Via this tool, we assessed five trust-related factors. This data was supplemented by questions about demographics (age, gender, rehabilitation treatment) and data about use (number of sessions, total time spent in sessions), derived from data logs. Data was analyzed via Partial Least Squares Structural Equation Modelling. Results In total, 93 patients participated in the study. Out of these participants, 61 used the portal at least once. The measurement model was considered good. Trust in the organization was found to affect trust in the care team (β = .63), trust in the care team affected trust in the treatment (β = .60). Both, trust in the care team and trust in the treatment influenced trust in the technology (β = .42 and .30, respectively). Trust in the technology affected the holistic concept trust in the service (β = .78). This holistic trust in the service finally, did not affect use. Conclusions This study shows that the formation of this trust is not unidimensional, but consists of different, separate factors (trust in the care organization, trust in the care team and trust in the treatment). Trust transfer does take place from offline to online health services. However, trust in the service does not directly affect the use of the eHealth technology.

scholarly journals A Participatory and Spatial Multicriteria Decision Approach to Prioritize the Allocation of Ecosystem Services to Management Units

Land ◽  
2021 ◽  
Vol 10 (7) ◽  
pp. 747
Author(s):  
Marlene Marques ◽  
Keith M. Reynolds ◽  
Susete Marques ◽  
Marco Marto ◽  
Steve Paplanus ◽  
...  
Keyword(s):  
Decision Support ◽  
Civil Society ◽  
Ecosystem Services ◽  
Forest Management ◽  
Collaborative Management ◽  
Management Decision ◽  
Wood Production ◽  
Forest Owners ◽  
Management Units ◽  
Multicriteria Decision

Forest management planning can be challenging when allocating multiple ecosystem services (ESs) to management units (MUs), given the potentially conflicting management priorities of actors. We developed a methodology to spatially allocate ESs to MUs, according to the objectives of four interest groups—civil society, forest owners, market agents, and public administration. We applied a Group Multicriteria Spatial Decision Support System approach, combining (a) Multicriteria Decision Analysis to weight the decision models; (b) a focus group and a multicriteria Pareto frontier method to negotiate a consensual solution for seven ESs; and (c) the Ecosystem Management Decision Support (EMDS) system to prioritize the allocation of ESs to MUs. We report findings from an application to a joint collaborative management area (ZIF of Vale do Sousa) in northwestern Portugal. The forest owners selected wood production as the first ES allocation priority, with lower priorities for other ESs. In opposition, the civil society assigned the highest allocation priorities to biodiversity, cork, and carbon stock, with the lowest priority being assigned to wood production. The civil society had the highest mean rank of allocation priority scores. We found significant differences in priority scores between the civil society and the other three groups, highlighting the civil society and market agents as the most discordant groups. We spatially evaluated potential for conflicts among group ESs allocation priorities. The findings suggest that this approach can be helpful to decision makers, increasing the effectiveness of forest management plan implementation.

scholarly journals Protocol for a two-arm pragmatic stepped-wedge hybrid effectiveness-implementation trial evaluating Engagement and Collaborative Management to Proactively Advance Sepsis Survivorship (ENCOMPASS)

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Marc Kowalkowski ◽  
Tara Eaton ◽  
Andrew McWilliams ◽  
Hazel Tapp ◽  
Aleta Rios ◽  
...  
Keyword(s):  
Usual Care ◽  
Best Practice ◽  
Healthcare Delivery ◽  
Collaborative Management ◽  
High Morbidity ◽  
Type I ◽  
Stepped Wedge ◽  
Sepsis Management ◽  
Sepsis Survivors ◽  
Sepsis Care

Abstract Background Sepsis survivors experience high morbidity and mortality, and healthcare systems lack effective strategies to address patient needs after hospital discharge. The Sepsis Transition and Recovery (STAR) program is a navigator-led, telehealth-based multicomponent strategy to provide proactive care coordination and monitoring of high-risk patients using evidence-driven, post-sepsis care tasks. The purpose of this study is to evaluate the effectiveness of STAR to improve outcomes for sepsis patients and to examine contextual factors that influence STAR implementation. Methods This study uses a hybrid type I effectiveness-implementation design to concurrently test clinical effectiveness and gather implementation data. The effectiveness evaluation is a two-arm, pragmatic, stepped-wedge cluster randomized controlled trial at eight hospitals in North Carolina comparing clinical outcomes between sepsis survivors who receive Usual Care versus care delivered through STAR. Each hospital begins in a Usual Care control phase and transitions to STAR in a randomly assigned sequence (one every 4 months). During months that a hospital is allocated to Usual Care, all eligible patients will receive usual care. Once a hospital transitions to STAR, all eligible patients will receive STAR during their hospitalization and extending through 90 days from discharge. STAR includes centrally located nurse navigators using telephonic counseling and electronic health record-based support to facilitate best-practice post-sepsis care strategies including post-discharge review of medications, evaluation for new impairments or symptoms, monitoring existing comorbidities, and palliative care referral when appropriate. Adults admitted with suspected sepsis, defined by clinical criteria for infection and organ failure, are included. Planned enrollment is 4032 patients during a 36-month period. The primary effectiveness outcome is the composite of all-cause hospital readmission or mortality within 90 days of discharge. A mixed-methods implementation evaluation will be conducted before, during, and after STAR implementation. Discussion This pragmatic evaluation will test the effectiveness of STAR to reduce combined hospital readmissions and mortality, while identifying key implementation factors. Results will provide practical information to advance understanding of how to integrate post-sepsis management across care settings and facilitate implementation, dissemination, and sustained utilization of best-practice post-sepsis management strategies in other heterogeneous healthcare delivery systems. Trial registration NCT04495946. Submitted July 7, 2020; Posted August 3, 2020.

Small bank, big ambitions

2014 ◽  
Vol 30 (10) ◽  
pp. 1-4
Keyword(s):  
Business Performance ◽  
Best Practice ◽  
Global Financial Crisis ◽  
Management Style ◽  
Collaborative Management ◽  
American Business ◽  
Executive Development ◽  
Content Type ◽  
Start Up ◽  
Privately Owned

Purpose – The purpose of this article is to explain how an extensive program of executive development was used to stimulate a far-reaching change in organizational culture and strengthen business performance. Design/methodology/approach – It presents a case study describing how a privately owned Russian bank worked in partnership with an American business school at their European campus to boost management and leadership skills and create a culture that values teamwork, initiative taking and the free exchange of ideas. Findings – The first branch only opened in 1996, but by 2011, it was the third largest privately owned bank in Russia. But at Promsvyazbank (PSB) they wanted more – to compete on the basis of international best practice. Not such an easy task, after the global financial crisis had brought lending to customers to a halt and – perhaps understandably – taken attention away from executive development. Many banks in many countries faced difficulties following that crisis, including the issues of liquidity and capital limits facing PSB. But there were some extra challenges in their drive for expansion: two banks between them dominated the Russian home market: state-owned Sberbank and multinational Raffeisen, with market shares of 60 per cent and 15 per cent, respectively. It was time to ask what the bank needed to do to move from successful start-up to competitive, maturing organization. Practical implications – It emphasizes the role of leaders in driving and managing change and highlights the importance of a clear strategic focus. Social implications – It shows how the creation of a common culture and the adoption of a collaborative management style can stimulate knowledge sharing and strengthen business performance. Originality/value – It provides an insight into the managerial and cultural challenges executives must address as their successful start-up matures into an organization with ambitions to become the top privately owned bank in Russia.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Patient Trust in a Physician Scale

2005 ◽  
Author(s):  
Elizabeth Dugan ◽  
Felicia Trachtenberg ◽  
Mark A. Hall
Keyword(s):  
Patient Trust
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