The Primary-Care Health Team

Wise, Harold

doi:10.1001/archinte.1972.03650030110024

Cited by 23 publications

(3 citation statements)

References 12 publications

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“…Furthermore, participants enjoyed the meetings and reported that the emotional support and camaraderie improved job satisfaction and morale. Similar processes have been identified in the literature as critical features of positive team functioning and key indicators of team effectiveness (Bélanger & Rodriguez, 2008; Bronstein, 2003; Grumbach & Bodenheimer, 2004; Johnson et al, 2010; Lanham et al, 2009; Mickan & Rodger, 2000, 2005; Miller & Cohen-Katz, 2010; Mohr, Young, Meterko, Stolzmann, & White, 2011; Molyneux, 2001; Poulton & West, 1999; Sargeant et al, 2008; Twaddle, 2012; Wise, 1972; Wise et al, 1974).…”

Section: Discussionsupporting

confidence: 68%

Developing patient-centered teams: The role of sharing stories about patients and patient care.

Bennett

Hassinger

Martin

et al. 2015

Families, Systems, & Health

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Research indicates that health care teams are good for staff, patients, and organizations. The characteristics that make teams effective include shared objectives, mutual respect, clarity of roles, communication, trust, and collaboration. We were interested in examining how teams develop these positive characteristics. This paper explores the role of sharing stories about patients in developing patient-centered teams. Data for this paper came from 1 primary care clinic as part of a larger Providers Share Workshop study conducted by the University of Michigan. Each workshop included 5 facilitated group sessions in which staff met to talk about their work. This paper analyzes qualitative data from the workshops. Through an iterative process, research team members identified major themes, developed a coding scheme, and coded transcripts for qualitative data analysis. One of the most powerful ways group members connected was through sharing stories about their patients. Sharing clinical cases and stories helped participants bond around their shared mission of patient-centered care, build supportive relationships, enhance compassion for patients, communicate and resolve conflict, better understand workflows and job roles, develop trust, and increase morale. These attributes highlighted by participants correspond to those documented in the literature as important elements of teambuilding and key indicators of team effectiveness. The sharing of stories about patients seems to be a promising tool for positive team development in a primary care clinical setting and should be investigated further.

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Section: Discussionsupporting

confidence: 68%

Developing patient-centered teams: The role of sharing stories about patients and patient care.

Bennett

Hassinger

Martin

et al. 2015

Families, Systems, & Health

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“…The community health center movement of the 1960s developed with great effort and elan at places such as Montefiore (31, 32) and Gouveneur (1) Hospitals in NYC, Cook County Hospital in Chicago, Lincoln Hospital in the Bronx, and free clinics in many places. Many community health programs developed, fueled by Great Society dollars.…”

Section: History Of Collaborative Care: What’s Been Triedmentioning

confidence: 99%

Toward collaborative family-oriented health care.

Glenn¹

1985

Family Systems Medicine

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The author proposes a model of collaborative family-oriented health care and gives a brief history of its evolution and current status. The model rests upon the cooperation of health care providers from different disciplines-physicians, therapists, counselors, social workers, nurses-who provide more comprehensive care to patients and their families. Such care can be organized in a number of different ways, in different settings, and under different reimbursement schemes. Because it follows a broad biopsychosocial model of disease, it offers adherents of family systems medicine an opportunity to practice their skills in ways perhaps more consistent with their ideas than some existing models.The basic outlines of family systems medicine-its core theories, its perspective, its systemic and contextual insistence-have now been laid forth. The studies that validate its ideas have been accumulating for over 30 years, and while they might appear new in some circles, their overall coherence and strength is already a fait accompli. Yet something seems awry; the organization of health care which should reflect this systemic world view has not developed, and in fact lags behind the advances in theory. Far from being the swelling trend of the future, the collaborative model is now struggling for its life. Economic and political trends continue to reward the fragmentization and compartmentalization of health care, which is still provided along the lines of the old model: specialties and subspecialties; procedures, tests and operations.Almost all economic incentives in health care have been locked into biomedical modes of thinking about medical problems. The biomedical model of disease emphasizes pathological conditions, organ-system diseases, and disorders which appear caused by precise, known processes. It sticks narrowly to these confines. Today medicine has become a vast and complex money-making enterprise (16). Profits can be made and costs controlled mainly by fitting treatment into the traditional diagnostic categories. Relying upon diagnostic codes that are wedded to the biomedical model of disease, third party payers, in their effort to control costs, dictate the manner of payment for medical services and structure the way these services are conceptualized.

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“…Finally, innovative health care programs that include Indians as full participating members of health teams are urgently needed. Such programs should aim to teach all workers-Indian and non-Indian, professional and nonprofessionalhow to understand and share their feelings with others so that they can work together effectively (20).…”

Section: Career Opportunitiesmentioning

confidence: 99%