What drives provider behavior? Perhaps not guidelines

Resuscitation ◽  
2021 ◽  
Vol 158 ◽  
pp. 277-278
Author(s):  
Maryam Y. Naim ◽  
Joseph W. Rossano
Keyword(s):  
2007 ◽  
Vol 16 (01) ◽  
pp. 22-29
Author(s):  
D. W. Bates ◽  
J. S. Einbinder

SummaryTo examine five areas that we will be central to informatics research in the years to come: changing provider behavior and improving outcomes, secondary uses of clinical data, using health information technology to improve patient safety, personal health records, and clinical data exchange.Potential articles were identified through Medline and Internet searches and were selected for inclusion in this review by the authors.We review highlights from the literature in these areas over the past year, drawing attention to key points and opportunities for future work.Informatics may be a key tool for helping to improve patient care quality, safety, and efficiency. However, questions remain about how best to use existing technologies, deploy new ones, and to evaluate the effects. A great deal of research has been done on changing provider behavior, but most work to date has shown that process benefits are easier to achieve than outcomes benefits, especially for chronic diseases. Use of secondary data (data warehouses and disease registries) has enormous potential, though published research is scarce. It is now clear in most nations that one of the key tools for improving patient safety will be information technology— many more studies of different approaches are needed in this area. Finally, both personal health records and clinical data exchange appear to be potentially transformative developments, but much of the published research to date on these topics appears to be taking place in the U.S.— more research from other nations is needed.


PEDIATRICS ◽  
1997 ◽  
Vol 99 (2) ◽  
pp. 209-215 ◽  
Author(s):  
James A. Taylor ◽  
Paul M. Darden ◽  
Eric Slora ◽  
Cynthia M. Hasemeier ◽  
Linda Asmussen ◽  
...  

Objectives. To determine the relative impact of parental characteristics, provider behavior, and the provision of free vaccines through state-sponsored vaccine volume programs (VVPs) on the immunization status of children followed by private pediatricians. Study Design. Retrospective and cross-sectional surveys of immunization data. Setting. The offices of 15 private pediatricians, from 11 states, who were members of the Pediatric Research in Office Settings network. Seven of these physicians used vaccines provided through VVPs. Patients. Children 2 to 3 years old followed by the participating physicians. Methods. The immunization status of children was assessed from two separate samples. For sample 1, immunization data were abstracted from the medical records of 60 consecutive eligible children seen in each office. Parents of the selected children indicated the method of payment for immunizations and the education levels of the mothers. Because this cross-sectional survey might have oversampled frequent health care users, a retrospective chart review of up to 75 randomly selected children in each pediatrician's practice was also conducted (sample 2). Additional data were collected from the parents of children in sample 2 by telephone interviews. For both samples, patients were considered to be fully immunized if they had received four diphtheria-tetanus-pertussis/diphtheria-tetanus vaccines, three oral poliovirus/inactivated poliovirus vaccines, and one measles-mumps-rubella vaccine before their second birthdays. Before collecting vaccination data, pediatricians completed a survey detailing their immunization beliefs and practices. Logistic regression was used to identify factors that were independently associated with a child being fully immunized. Results. For sample 1, 81.7% of the 857 children surveyed were fully immunized. Practitioner-specific immunization rates varied widely, ranging from 51% to 97%. The immunization rate of children who received vaccines provided by VVPs was similar to that of children whose immunizations were not provided by VVPs (81.2% vs 82.2%; odds ratio [OR] for a VVP as a predictor for being fully immunized, 0.94, 95% confidence interval [CI], 0.66 to 1.32). In addition, parents who paid for immunizations out of pocket were as likely to have fully immunized children as those who had little or no out-of-pocket expenditures for vaccines (OR, 1.13; 95% CI, 0.75 to 1.13). In the logistic model, only individual pediatrician and size of the metropolitan area in which the pediatrician's practice was located were significant predictors of a child's immunization status. The results from sample 2 were similar; 82.1% of the 772 surveyed patients were fully immunized. With sample 2, individual pediatrician and age of the child at the time of the survey were the only predictors of immunization status. The OR of a VVP as a predictor of a child being fully immunized was 1.37 (95% CI, 0.65 to 2.90). Conclusions. Individual provider behavior may be the most important determinant of the immunization status of children followed by private pediatricians. In our samples, the effect of parental characteristics was limited. State-sponsored VVPs were not associated with higher immunization rates, perhaps because cost of vaccines did not seem to be a significant barrier to immunization in this population.


2018 ◽  
Vol 22 (1) ◽  
pp. 35-44
Author(s):  
Xiaoyu Xi ◽  
Ennan Wang ◽  
Qianni Lu ◽  
Piaopiao Chen ◽  
Tian Wo ◽  
...  

2017 ◽  
Vol 35 (3) ◽  
pp. 257-270 ◽  
Author(s):  
Gregory P. Beehler ◽  
Kaitlin R. Lilienthal ◽  
Kyle Possemato ◽  
Emily M. Johnson ◽  
Paul R. King ◽  
...  

2019 ◽  
Author(s):  
Benjamin Swerdlow ◽  
Sheri Johnson

Recent conceptual and empirical advances have directed attention toward interpersonal emotion regulation (IER). We conducted a series of autobiographical recall and daily diary studies to investigate a wide range of provider behaviors conveyed during IER interactions, ascertain the number of dimensions required to capture these behaviors, and then to examine associations of those dimensions with the outcomes of IER interactions. To do so, we created a new questionnaire, the Interpersonal Regulation Interaction Scale (IRIS), which can be used to obtain recipients’ ratings of providers’ behaviors within an IER interaction. In Study 1 (n = 390), an exploratory factor analysis of the IRIS yielded four dimensions, which we labeled responsiveness, hostility, cognitive support, and physical presence. Each dimension was uniquely associated with the perceived benefits of receiving IER. In Studies 2-4 (199-895), we collected multiple, diverse samples and found support for the replicability and generalizability of key findings from Study 1, including the factor structure and associations with perceived benefits. Finally, in Study 5, we examined concurrent (i.e., same-day) and prospective (i.e., next-day) associations between ratings of IER provider behaviors and a broader array of psychosocial outcomes using a daily diary approach. Across studies, our findings suggest that the outcomes of IER interactions are tied to the contents of IER interactions as reflected in the dimensions of provider behavior measured by the IRIS, with evidence that each of these dimensions convey unique information relevant to outcomes.


2020 ◽  
Vol 21 (6) ◽  
pp. e640-e646
Author(s):  
Erin A. Hirsch ◽  
Melissa L. New ◽  
Stephanie L. Brown ◽  
Anna E. Barón ◽  
Peter B. Sachs ◽  
...  

2004 ◽  
Vol 13 (1) ◽  
pp. 75-80 ◽  
Author(s):  
Andrew N. Garman ◽  
Joanne Garcia ◽  
Marcia Hargreaves

Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson

This chapter explains how mission-driven organizations require that all administrative, managerial, and service provider behavior and decisions contribute to improving the well-being of clients. This principle addresses the threat posed by the conflicting organizational priority of relying on bureaucratic processes and rules to guide policy and practice decisions. The description of mission-driven versus rule-driven organizations includes case examples, empirical evidence supporting the principle, and discussion of the central of role of aligning organizational priorities to focusing on improving client well-being. The chapter explains what it means to be mission driven, the role of leadership in supporting the principle, and why it is important. The chapter also describes the mechanisms that link being mission driven to effective services, including maintaining clear direction for all organizational members in their work, promoting motivation and shared purpose and fostering innovation. A case example illustrates ARC’s success to become more mission-driven.


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