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What Diminishes Joy
Published in Eve Shapiro, Joy in Medicine?, 2020
I’ve been trying to figure out how to make morale a little better because we do have a morale problem. I’d advise my bosses and colleagues to celebrate the little victories: 80% of your day may be spent doing things you don’t particularly enjoy, but there are times when you make a real impact on patients or help someone solve a problem; it’s important to have time to dwell on those and, ideally, to have time to celebrate other people in the department. Some radiology departments have done things like celebrate great catches, or great diagnoses, and point to people who have done great things. We don’t do much of that where we are. We just go on with our work and only scold each other when we do bad things. You just have to live in the moment and take note of the things you’ve done right and enjoy those. Because if you focus on every mistake you make, and you will make them, then you’re going to be unhappy.
Wartime
Published in Roger Cooter, John Pickstone, Medicine in the Twentieth Century, 2020
The practice of medicine within the military was difficult for other reasons. The temporary, ‘for the duration of the war’ alliance between military and medical institutions meant that medical, surgical, and psychiatric lessons learnt in one conflict had to be rediscovered in the next. Medicine’s integration into the war machine was bought at a cost to diagnostic independence. As psychiatrists came to be regarded as crucial in promoting troop morale, their duties became more narrowly tied to military ends. ‘Morale’ was medicine’s primary goal. Company commanders with no medical training revised prescriptions and proscribed treatments. As the medical officer, Captain J. H. Dible, fumed in 1915: One cannot say “Look here, who is best able to judge of this man’s condition: I, who have had him under observation for a week, or you, who blew in suddenly like a breath of foul air from the sewerage-farm across the way?” One cannot ask such pertinent questions, because the grey haired dodderer is a colonel and you happen to be a subaltern.3
Implementing Quality in Managed Health Care
Published in A.F. Al-Assaf, Managed Care Quality, 2020
Other reasons are cited for this increasing demand. Implementing health care quality has resulted in cost savings and a satisfying environment. Quality accomplishments have made patients happier and turned providers into highly effective professionals. (Linsk, 1990) In quality systems, care is provided more appropriately and there is less waste and unnecessary rework. Purchasers are reaping the benefits of a leaner, more efficient system as they too are learning to become more prudent in achieving the organization’s objectives. (Sawatzky and McDonald, 1994) In essence, health care quality, when implemented correctly, can lead to patient satisfaction, higher employee morale, and lower costs of care and services delivery.
The impact of transparency constraints on the efficiency of the Russian healthcare system: systematic literature review
Published in Journal of Medical Economics, 2023
Yuriy Timofeyev, Oksana Dremova, Mihajlo Jakovljevic
However, the review by Metcalfe et al. (2018) revealed different results7. The authors analysed 12 studies published in English from the US, Canada, Korea, China, and the Netherlands. They checked how the published information about the quality and performance of medical institutions and doctors changed the behaviour of patients and healthcare providers and how it affected healthcare organization performance, healthcare consumer outcomes, and medical staff morale. The studies used for this review were published up to June 2017. The results showed that the evidence of the benefits of public performance data release are insufficient to directly influence policy and practice. More studies should be conducted to consider whether the public release of performance data can improve healthcare consumers’ experience, healthcare processes, and outcomes8.
Clinical outcomes and operational impact of a medical photography based teledermatology service with over 8,000 patients in the UK
Published in Journal of Visual Communication in Medicine, 2022
Ioulios Palamaras, Helen Wark, Billy Short, Omair Akhtar Hameed, Adil Ahmed Sheraz, Penelope Thomson, Kam Kalirai, Lisa Rose
Staff morale was low due to pressure on staff to continually deliver additional activity. A large number of referrals could be managed safely in an alternative way through TD. The latter could facilitate triaging appointments, reduce waiting times and minimise patient travel; it would also streamline management by faster and direct surgical intervention or diagnostics as well as offering guidance and education to GPs (letters to GPs with images and management advice for all patients) to improve their knowledge for managing benign conditions in the community. A multidisciplinary working group was established which included commissioners, GPs, consultants, lead dermatology nurses, medical photographers, operational managers, and administrators. A new, ‘end-to-end’ TD pathway from GP referral to the final treatment was designed and implemented with Barnet and Enfield CCGs (Figure 1). The Royal Free ‘Clinical Practice Group’ (CPG) methodology (an alternative to a quality improvement approach) was used; Key to the latter is clinically-led multi-professional groups that incorporate patients' experiences into the quality improvement process. The pathway was based on the best-published evidence for TD (Care Quality Commision, UK Clarification of regulatory methodology, 2017; Landow, Mateus, Korgavkar, Nightingale, & Weinstock, 2014; Quality Standards for Teledermatology by the British Association of Dermatologists, 2013).
Ad hoc teams and telemedicine during COVID-19
Published in Baylor University Medical Center Proceedings, 2020
Bobbie Ann Adair White, Justin Johnson, Alejandro C. Arroliga, Glen Couchman
Team leaders exhibited mindfulness of building a culture of positivity by ensuring a high positive-to-negative ratio within team communications. When patients are scared or fearful, which a pandemic can rightfully create, they can outwardly exhibit negative emotions toward the telemedicine team. Team members were experiencing negative and threatening comments from patients, so team leaders had to ensure there was ongoing support and coaching in how to diffuse hostility or frustration. Ensuring positivity in dialogue, especially in feedback conversations, requires more positive than negative comments.12 If enough positive capital is built in a relationship, then negative feedback is better received. In addition to the positive-negative ratio is the phenomenon of emotional contagion, in which emotions pass through groups like a contagion. Positive emotions can minimize conflict and have a positive effect on a group, while negative emotions can do the opposite.13 With that in mind, this ad hoc team recognized the essential nature of positivity because the days were long and the stress was high. Focusing on the positive and the mission encouraged team members to support each other, continually checking on morale and making an effort to lift each other with their words.