Using the framework of corporate culture in &amp;ldquo;mergers&amp;rdquo; to support the development of a cultural basis for integrative medicine &amp;ndash; guidance for building an integrative medicine department or service

Witt, Claudia M.; Pérard, Marion; Berman, Brian M.; Berman, Susan; Birdsall, Timothy C.; Defren, Horst; Kümmel, Sherko; Deng, Gary; Dobos, Gustav; Drexler, Atje; Holmberg, Christine; Horneber, Markus; Jütte, Robert; Knutson, Lori; Kummer, Christopher; Volpers, Susanne; Schweiger, David M.

doi:10.2147/ppa.s66778

Cited by 20 publications

(14 citation statements)

References 15 publications

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“…; Witt et al. ); and in spite of intentional efforts to over‐communicate about the program, some health care providers still felt uninformed about it or did not think to refer patients during clinical encounters.…”

Section: Discussionmentioning

confidence: 99%

Curating Care: The Design and Feasibility of a Partnership Between an Art Museum and an Academic Pain Center

Koebner¹,

Fishman²,

Paterniti³

et al. 2018

Curator The Museum Journal

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This qualitative study describes the design and feasibility of a partnership between an art museum and an academic pain center (Art Rx) to address chronic pain. The research team used semistructured stakeholder interviews with participating health care providers and museum staff to develop an understanding of the perceived complexity, risk and opportunity associated with the partnership. Results suggest that it is possible to align the missions of both types of organizations in a partnership felt to be beneficial to individuals with chronic pain. Interviewees identified a number of important factors for success including a collaborative organizational culture, partnership champions in both organizations, and a quality improvement process that incorporates stakeholder feedback into the partnership's continued development. This paper concludes with a recommendation that public health partnerships with museums to address chronic pain may be feasible and of unique value to both health care providers and museum staff in furthering their respective organizations' missions.Ian J. Koebner PhD (ikoebner@ucdavis.edu) is Director of Integrative Pain Management and an Assistant Professor in the

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Section: Discussionmentioning

confidence: 99%

Curating Care: The Design and Feasibility of a Partnership Between an Art Museum and an Academic Pain Center

Koebner¹,

Fishman²,

Paterniti³

et al. 2018

Curator The Museum Journal

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“…For example, there is evidence of the effectiveness of training complementary medicine practitioners, while they are students, in integrating with conventional providers and practices, suggesting the value of preparing IM practitioners for a setting like an IM inpatient program even farther upstream than when they begin training for a role at a hospital [ 36 ]. And an expert panel on creating an integrative medicine service or department recommended “overcommunicating” the aims and expectations of integration to various stakeholders (including complementary practitioners and the conventional providers with whom they would interact) [ 37 ].…”

Section: Discussionmentioning

confidence: 99%

Practitioner Perspectives on Delivering Integrative Medicine in a Large, Acute Care Hospital

Nate

Griffin

Christianson

et al. 2015

Evidence-Based Complementary and Alternative Medicine

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Background. We describe the process and challenges of delivering integrative medicine (IM) at a large, acute care hospital, from the perspectives of IM practitioners. To date, minimal literature that addresses the delivery of IM care in an inpatient setting from this perspective exists. Methods. Fifteen IM practitioners were interviewed about their experience delivering IM services at Abbott Northwestern Hospital (ANW), a 630-bed tertiary care hospital. Themes were drawn from codes developed through analysis of the data. Results. Analysis of interview transcripts highlighted challenges of ensuring efficient use of IM practitioner resources across a large hospital, the IM practitioner role in affecting patient experiences, and the ways practitioners navigated differences in IM and conventional medicine cultures in an inpatient setting. Conclusions. IM practitioners favorably viewed their role in patient care, but this work existed within the context of challenges related to balancing supply and demand for services and to integrating an IM program into the established culture of a large hospital. Hospitals planning IM programs should carefully assess the supply and demand dynamics of offering IM in a hospital, advocate for the unique IM practitioner role in patient care, and actively support integration of conventional and complementary approaches.

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“…After the second case study, the model and the checklist were again revised and presented at a consensus workshop to merger experts and integrative oncology experts. Comments from this workshop were included in the final model, and recommendations for general strategic dimensions and for overcoming cultural differences were educed [ 31 ].…”

Section: Methodsmentioning

confidence: 99%

MERGING conventional and complementary medicine in a clinic department – a theoretical model and practical recommendations

Pérard

Mittring

Schweiger

et al. 2015

BMC Complement Altern Med

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BackgroundToday, the increasing demand for complementary medicine encourages health care providers to adapt and create integrative medicine departments or services within clinics. However, because of their differing philosophies, historical development, and settings, merging the partners (conventional and complementary medicine) is often difficult.It is necessary to understand the similarities and differences in both cultures to support a successful and sustainable integration. The aim of this project was to develop a theoretical model and practical steps that are based on theories from mergers in business to facilitate the implementation of an integrative medicine department.MethodsBased on a literature search and expert discussions, the cultures were described and model domains were developed. These were applied to two case studies to develop the final model. Furthermore, a checklist with practical steps was devised.ResultsConventional medicine and complementary medicine have developed different corporate cultures. The final model, which should help to foster integration by bridging between these cultures, is based on four overall aspects: culture, strategy, organizational tools and outcomes. Each culture is represented by three dimensions in the model: corporate philosophy (core and identity of the medicine and the clinic), patient (all characteristics of the professional team’s contact with the patient), and professional team (the characteristics of the interactions within the professional team).ConclusionOverall, corporate culture differs between conventional and complementary medicine; when planning the implementation of an integrative medicine department, the developed model and the checklist can support better integration.Electronic supplementary materialThe online version of this article (doi:10.1186/s12906-015-0696-2) contains supplementary material, which is available to authorized users.

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Using the framework of corporate culture in “mergers” to support the development of a cultural basis for integrative medicine – guidance for building an integrative medicine department or service

Cited by 20 publications

References 15 publications

Curating Care: The Design and Feasibility of a Partnership Between an Art Museum and an Academic Pain Center

Curating Care: The Design and Feasibility of a Partnership Between an Art Museum and an Academic Pain Center

Practitioner Perspectives on Delivering Integrative Medicine in a Large, Acute Care Hospital

MERGING conventional and complementary medicine in a clinic department – a theoretical model and practical recommendations

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