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The Future of Field Philosophy
Published in Evelyn Brister, Robert Frodeman, A Guide to Field Philosophy, 2020
Evelyn Brister, Robert Frodeman, Adam Briggle
Part of the answer will turn on the creation of institutional structures for the promotion of field philosophy. Organizations such as the Public Philosophy Network (PPN) and the Association of Practical and Professional Ethics (APPE) already exist. These organizations provide a valuable service by offering venues for philosophers to report on the field philosophy they have done. Other professional organizations can contribute by offering recognition and training opportunities. For example, the American Philosophical Association’s Committee on Public Philosophy can provide support not just for writing public op-ed pieces but also for working with policymakers, as it has begun to do by hosting sessions at conference where philosophers can exchange strategies and lessons learned. Other professional organizations could follow the Philosophy of Science Association’s efforts to establish a caucus for socially engaged philosophers. These efforts should be followed by the establishment of best practices in making judgments for tenure and promotion.
A Communication-Based Approach to Safeguarding Against Medical Errors
Published in Fritz Allhoff, Sandra L. Borden, Ethics and Error in Medicine, 2019
Another means of assuaging status differences and minimizing concern with upward communication is to create intentional transdisciplinary teams. This means that, instead of haphazardly throwing a group of specialists together and calling them a team, that members are given time to consider the role of the team, the culture of the team, and guiding principles for the team. Having the space to consider these key elements, and doing so before patient care begins, allows teams to work out any differences and begin on common ground. Moreover, recognition of the unique expertise and contribution of each member can help lessen perceived status distinctions and allow the team to engineer an effective process for the delivery of patient care. To this end, members are not duplicating each other’s efforts, nor are essential aspects of patient care overlooked because members are making assumptions about others’ roles.
Strategy 4: Lead a championship support team
Published in Philip Newsome, Chris Barrow, Trevor W Ferguson, Profitable Dental Practice, 2019
Philip Newsome, Chris Barrow, Trevor W Ferguson
All of these studies are telling us that DSAs want their efforts recognised and acknowledged by the dentist yet they feel that this rarely occurs – remember the old adage about praise, the gift we all yearn to receive but find so difficult to give. When recognition does occur, it is much appreciated and contributes to a better working environment in the practice, which is then noticed by patients. The following two widely contrasting quotes taken from two different DSAs interviewed in Maria Mindak’s study encapsulate all of this: He just expected everything there without telling you or asking you. Me sitting there not doing it because I don’t know what he needs and him probably thinking, ‘Oh she’s just sitting there’, but it’s not, it’s because he’s not actually explained what he needs and therefore I can’t mix it when I don’t know.I think really a dentist should include their nurse in their work or they can make them feel just like the washer-upper and I feel very included here … he’s terrific, absolutely terrific. This dentist will at the end of the day say ‘thank you. That’s not usual, normally they’re tools down and gone and leave you to clear up.7
Job Satisfaction among Occupational Therapy Practitioners: A Systematic Review of Quantitative Studies
Published in Occupational Therapy In Health Care, 2022
Sanna-Maria Mertala, Outi Kanste, Sirpa Keskitalo-Leskinen, Jonna Juntunen, Pirjo Kaakinen
Many of the extra-personal factors were not related to job satisfaction. However, the present review showed that various rewards were positively associated with, and influenced by, the job satisfaction of occupational therapists. This is consistent with the existing literature in that remuneration (Halcomb et al., 2018) and income (Scheurer et al., 2009; Van Ham et al., 2006; Zhang et al., 2016) influence job satisfaction among many health care professionals. As expected, based on the results of this review, recognition is also related to job satisfaction among other health care workers (Halcomb et al., 2018; Van Ham et al., 2006). When organizations take into account the specific competence of occupational therapy, occupational therapists acknowledge, value, and utilize their competencies more, which improves their job satisfaction and the delivery of therapy (Goh et al., 2019).
“Why People Gotta be so Judgy?”: The Importance of Agency-Wide, Non-judgmental Approach to Client Care
Published in Alcoholism Treatment Quarterly, 2022
Dana C. Branson, Jocelyn S. Martin, Olivia E. Westbrook, River J. Ketcherside, Christopher S. Bradley
Although ongoing trainings and agency-wide dedication to a non-judgmental approach is foundational, recognition of staff excellence is also paramount (Jalali et al., 2019). Social service agencies often exist on shoestring budgets, are overrun with client needs, and do not have the staff needed for optimal operations (Waegemakers-Schiff & Lane, 2019). Unfortunately, this can create a situation where the only recognition staff receive is when they do something wrong, which can lead to discouragement and staff burnout (Parlalis & Christodoulou, 2018). As part of an agency’s commitment to a non-judgmental approach, dedicating resources to recognize the hard work of staff members is also essential. Meaningful recognition reinforces quality work from staff and provides a sense that their contributions are valued, which has the potential to increase overall job satisfaction and longevity in the field.
Addressing power dynamics in interprofessional health care teams
Published in International Journal of Healthcare Management, 2021
The findings presented in this section are based on the data extracted from 11 eligible studies. The analysis of the obtained data revealed that the factors influencing power dynamics in interprofessional healthcare teams are grouped into five categories (Table A1). The first category was made up of the team-related factors referring to the characteristics of the interprofessional healthcare team promoting power imbalance. As shown in Table A1, one of the team-related factors is the unbalanced allocation of space and time, which was reported in 27.2% (n = 3) of the studies. In this study, the unbalanced allocation of space and time refers to a situation in which one of the professional groups is not provided with time to meet or a work space in which to execute their duties (Table A1). The other team-related factor is the respect for medical hierarchy, which was reported in 45.4% (n = 5) of the studies. The respect for medical hierarchy refers to a situation in which the setup and leadership structure of the team is based not on skills and experience but on the conventional medical hierarchy in which the doctor/physician is considered superior to those in other professions, such as nursing. The second category relates to the role allocation that includes factors such as lack of recognition, which was reported in 45.4% (n = 5) of the studies. In this study, lack of recognition refers to a situation within healthcare teams in which some of the professionals are given due credit for the roles they play (Table A1).