health care teams
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Author(s):  
Mayuri S. Bawankar ◽  
Damini S. Mahanubhav ◽  
Prachi M. Suryawanshi ◽  
Nandkumar M. Salunke

Background: In patients’ overall perception of their hospital experience it is widely recognized that food and other aspects of foodservice delivery are important elements and health care teams have committed to deliver appropriate food to their patients on daily basis. The provision of hospital foodservice should not only meet, but, also exceed patients’ expectations so as to gain the patients’ confidence in hospital food. Nutrition is an important element of care. A balanced nutrition is extremely important for patients who have been infected with COVID-19.Methods: To see the feedbacks of COVID-19 patients admitted in dedicated COVID hospital, the present hospital based cross sectional study was undertaken in various wards of dedicated COVID hospital of metropolitan city of western Maharashtra.Results: Mean age of participants was 41 years. Mean duration of hospital stay was 9.1 days. 60% patients were in age group between 31 to 60 whereas only 3% participants were above 80 years of age. 59% were male, 85% were from urban area. 55% participants were taking mix diet. 54% participants stayed for 8 to 10 days. 58% participants were presented with different co morbidities. 73.07% participants had normal diet during their stay in the hospital. Variables like age, gender and hospital stay had significant association with the feedback to nutritional services (p<0.05).Conclusions: Participants were satisfied towards nutrition and nutritional services provided in dedicated COVID hospital.


NEJM Catalyst ◽  
2021 ◽  
Vol 3 (1) ◽  
Author(s):  
Amy Reid ◽  
Rebecca Brandes ◽  
Dennie Butler-MacKay ◽  
Abigail Ortiz ◽  
Sara Kramer ◽  
...  

2021 ◽  
Vol 4 (3) ◽  
pp. 169
Author(s):  
Osi Kusuma Sari ◽  
Subandi Subandi ◽  
Carla Raymondalexas Marchira

Strengthening integrated and community-based mental health services is essentially needed to address the treatment gap and provide effective services that can be accessed by all groups. To realize this goal, the cross-sectoral involvement that is part of the Tim Pembina, Pengarah, dan Pelaksana Kesehatan Jiwa Masyarakat (TPKJM) is at the forefront because it has direct access to mental disorders cases in their region. This article aims to identify the role of each member of TPKJM in pursuing mental health services. Participants involved in each stage of data collection were members of TPKJM at the sub-district and village levels. The data were collected using three methods: surveys, focus group discussions, and interviews. The collected data were analyzed using an inductive thematic analysis approach to obtain a description of the role of each member of TPKJM within the case handling flow model. Five role themes were identified, including: (a) setting regulations and planning; (b) community clinical services; (c) psychoeducation; (d) safeguarding emergency cases; and (e) administrative advocacy. Regulations regarding the clarity of roles and handling flow are recommended.


2021 ◽  
Vol 20 ◽  
pp. S155
Author(s):  
R. Patel ◽  
B. Zakeri ◽  
K. Denny ◽  
E. Tock ◽  
M. Morguson ◽  
...  

2021 ◽  
Vol 186 (Supplement_3) ◽  
pp. 51-52
Author(s):  
Kevin K Chung

ABSTRACT In order to best optimize health care, we need the right combination of individuals working on interprofessional health care teams, each joining with the right mindset, in the right places, and at the right times. In this special issue of Military Medicine, Dr. Lara Varpio and her team share their findings investigating the unique dynamics of Military Interprofessional Healthcare Teams. Such research is fundamental to advance excellence of military health care by finding, exploring, and addressing existing gaps in what we currently employ and capitalizing on what we know works well. In doing so, we can improve the effectiveness of our care teams and, as a result, optimize care of our wounded on the battlefield.


2021 ◽  
Vol 186 (Supplement_3) ◽  
pp. 16-22 ◽  
Author(s):  
Sayra Cristancho ◽  
Emily Field ◽  
Karlen S Bader-Larsen ◽  
Lara Varpio

ABSTRACT Introduction Interchangeability—i.e., the capacity to change places with another—is necessary for military interprofessional health care teams (MIHTs) to provide around-the-clock patient care. However, while interchangeability is clearly a necessity for modern health care delivery, it raises uncomfortable questions for civilian health care teams where it is usually labeled as unsafe. This perception surfaces because interchangeability runs counter to some of health care’s cultural beliefs including those around patient ownership and professional scopes of practice. It is, therefore, not surprising that little is known about whether and how some level of interchangeability can be harnessed to improve the productivity of health care teams overall. In this article, we explore the notion of interchangeability in the particular context of MIHTs given that these health care teams are familiar with it. This exploration will offer insights into how interchangeability could maximize civilian health care teams’ capacity to adapt. Materials and Methods We conducted a secondary analysis of interview data as an analytic expansion: “the kind of study in which the researcher makes further use of a primary data set in order to ask new or emerging questions that derive from having conducted the original analysis but were not envisioned within the original scope of the primary study aims”. Within our secondary analysis approach, we used thematic analysis as our analytical tool to describe (1) what interchangeability looks like in MIHT teams, (2) how it is fostered in MIHTs, and (3) how it is enacted in MIHTs. Results Interchangeability was realized in MIHTs when individual team members adapted to take on roles and/or tasks that were not clearly niched in their specific areas of expertise but instead drew on the broad foundation of their clinical skill set. Cross-training and distributed leadership were ways in which MIHT members described how interchangeability was fostered. Furthermore, five features of working within MIHT teams were identified as key conditions to enact interchangeability: knowing your team members; being able to work with what/who you have; actively seeking others’ expertise; situating your role within the broader picture of the mission; and maintaining a learning/teaching mindset. Conclusions Interchangeability can be understood through the theoretical lens of Swarm Intelligence and more specifically, the principle of collective self-healing—which is the ability of collectives to continue to successfully perform despite disruption, challenges, or the loss of a team member. Our findings highlight how MIHTs have adopted interchangeability in a wide array of contexts to realize collective self-healing. Despite the discomfort it provokes, we suggest that interchangeability could be a powerful asset to civilian health care teams.


2021 ◽  
Vol 186 (Supplement_3) ◽  
pp. 7-15 ◽  
Author(s):  
Erin S Barry ◽  
Karlen S Bader-Larsen ◽  
Holly S Meyer ◽  
Steven J Durning ◽  
Lara Varpio

ABSTRACT Introduction The U.S. Military has long been aware of the vital role effective leaders play in high-functioning teams. Recently, attention has also been paid to the role of followers in team success. However, despite these investigations, the leader-follower dynamic in military interprofessional health care teams (MIHTs) has yet to be studied. Although interprofessional health care teams have become a topic of increasing importance in the civilian literature, investigations of MIHTs have yet to inform that body of work. To address this gap, our research team set out to study MIHTs, specifically focusing on the ways in which team leaders and followers collaborate in MIHTs. We asked what qualities of leadership and followership support MIHT collaboration? Materials and Methods This study was conducted using semi-structured interviews within a grounded theory methodology. Participants were purposefully sampled, representing military health care professionals who had experience working within or leading one or many MIHTs. Thirty interviews were conducted with participants representing a broad range of military health care providers and health care specialties (i.e., 11 different health professions), ranks (i.e., officers and enlisted military members), and branches of the U.S. Military (i.e., Army, Navy, and Air Force). Data were collected and analyzed in iterative cycles until thematic saturation was achieved. The subsets of data for leadership and followership were further analyzed separately, and the overlap and alignment across these two datasets were analyzed. Results The insights and themes developed for leadership and followership had significant overlap. Therefore, we present the study’s key findings following the two central themes that participants expressed, and we include the perspectives from both leader and follower viewpoints to illustrate each premise. These themes are as follows: (1) a unique collaborative dynamic emerges when team members commit to a shared mission and a shared sense of responsibility to achieve that mission; and (2) embracing and encouraging both leader and follower roles can benefit MIHT collaboration. Conclusions This study focused on ways in which team leaders and followers on MIHTs collaborate. Findings focused on qualities of leadership and followership that support MIHT’s collaboration and found that MIHTs have a commitment to a shared mission and a shared sense of responsibility to achieve that mission. From this foundational position of collective responsibility to achieve a common goal, MIHTs develop ways of collaborating that enable leaders and followers to excel to include (1) understanding your role and the roles of others; (2) mutual respect; (3) flexibility; and (4) emotional safety. The study data suggest that MIHT members work along a continuum of leadership and followership, which may shift at any moment. Military interprofessional health care teams members are advised to be adaptive to these shared roles and contextual changes. We recommend that all members of MIHTs acquire leadership and followership training to enhance team performance.


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