Goal Definition and Scope

2019 ◽  
pp. 141-152
Keyword(s):  
Author(s):  
Henrik Wenzel ◽  
Michael Hauschild ◽  
Leo Alting
Keyword(s):  

2017 ◽  
Vol 31 (10) ◽  
pp. 913-920 ◽  
Author(s):  
Robin Fainsinger ◽  
Cheryl Nekolaichuk ◽  
Lara Fainsinger ◽  
Viki Muller ◽  
Lisa Fainsinger ◽  
...  

Background: A universal consensus regarding standardized pain outcomes does not exist. The personalized pain goal has been suggested as a clinically relevant outcome measure. Aim: To assess the feasibility of obtaining a personalized pain goal and to compare a clinically based personalized pain goal definition versus a research-based study definition for stable pain. Design: Prospective longitudinal descriptive study. Measures: The attending physician completed routine assessments, including a personalized pain goal and the Edmonton Classification System for Cancer Pain, and followed patients daily until stable pain control, death, or discharge. Stable pain for cognitively intact patients was defined as pain intensity less than or equal to desired pain intensity goal (personalized pain goal definition) or pain intensity ⩽3 (Edmonton Classification System for Cancer Pain study definition) for three consecutive days with <3 breakthroughs per day. Setting/participants: A total of 300 consecutive advanced cancer patients were recruited from two acute care hospitals and a tertiary palliative care unit. Results: In all, 231/300 patients (77%) had a pain syndrome; 169/231 (73%) provided a personalized pain goal, with 113/169 (67%) reporting a personalized pain goal ⩽3 (median = 3, range = 0–10). Using the personalized pain goal definition as the gold standard, sensitivity and specificity of the Edmonton Classification System for Cancer Pain definition were 71.3% and 98.5%, respectively. For mild (0–3), moderate (4–6), and severe (7–10) pain, the highest sensitivity was for moderate pain (90.5%), with high specificity across all three categories (95%–100%). Conclusion: The personalized pain goal is a feasible outcome measure for cognitively intact patients. The Edmonton Classification System for Cancer Pain definition closely resembles patient-reported personalized pain goals for stable pain and would be appropriate for research purposes. For clinical pain management, it would be important to include the personalized pain goal as standard practice.


2008 ◽  
Author(s):  
Steffen R. Giessner ◽  
Daan van Knippenberg
Keyword(s):  

Author(s):  
Harry Daniilidis ◽  
Katharina Eben ◽  
Wolfgang Bauer ◽  
Udo Lindemann

Urban Life ◽  
1981 ◽  
Vol 9 (4) ◽  
pp. 415-439 ◽  
Author(s):  
Elaine B. Sharp
Keyword(s):  

1996 ◽  
Vol 22 (8) ◽  
pp. 3-17 ◽  
Author(s):  
R. Charles Moyer ◽  
Ramesh P. Rao ◽  
Jean Francois Regnard
Keyword(s):  

Author(s):  
Erebouni Arakelian ◽  
Therese Hellman ◽  
Magnus Svartengren

(1) Background: Challenges in perioperative settings put demands on staff working with systematic work environment management. A support model, STAMINA (Structured and Time-effective Approach through Methods for an Inclusive and Active working life), was implemented in a hospital in Sweden, to help staff address environmental issues systematically. The aim was to describe the experiences of the initial phase of implementation of the adapted STAMINA model in perioperative context. (2) Methods: Qualitative individual interviews were held with 14 managers and employees (three men and 11 women). Data were analysed by systematic text condensation. (3) Results: Five themes were identified: Limited knowledge of the model and the implementation process; scepticism, lack of confidence in the model and a passive attitude; the model offered increased participation; the culture in the organization—to understand one’s role as employees and managers; and endurance and feedback are key factors for success in the implementation process. (4) Conclusions: Scepticism turned to positive attitude by recognising that the STAMINA model offered increased participation. In order to have successful implementation, the organisational culture must be taken into consideration by giving the employees increased responsibilities and timely feedbacks. Role description, goal definition, feedback, and sticking to one model are key factors for success.


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