Collaborative Care in Hospital Environments

For those of us in industry, it’s not a huge shock to see the latest news on Fierce Health Care. “Hospital CEOs embrace team-based care[sic]”. We’ve been realizing for a long time now that patient care is a group effort. Also considering that patient scores and reviews are important to our industry (We’re a service, and do well to remember that), everyone needs to be on board and on the same page. As quoted from the article:

“The industry is shifting to collaborative care with physicians, nurses, pharmacists and other staff teaming up to provide better health care. The trend is catching on in the C-suite, as well, reported Hospital & Health Networks Daily, as more hospital CEOs become team players, sharing the responsibility of delivering high-quality care at lower costs.”

One of the major challenges of working in the hospital environment is that in many ways, it’s like a city in operation. For example, your biomedical tech staff may work for the health network that owns the hospital, the electrical engineers are contracted through an outside company, the management of housekeeping and of facilities services are a third company, while the house keepers and the regular maintenance staff are hospital employees. Meanwhile the doctors and nurses may or may not work for the hospital, a medical partnership, or themselves. Laundry and food services also are usually contracted.

This creates numerous different points of view and a multitude of priorities that can, at times, conflict. Communication becomes difficult between all these entities and going up the ladder to talk to someone can be a pain of professional discourse. This can be problematic when our bottom line is, and always WILL BE, our patients. To have the CEOs directly involved with patient care erases some of these issues as the people who ultimately make a choice are now directly invested and involved. Once you are invested, you can’t ignore it. It stops being something you know of that inconveniences you and starts becoming something that directly reflects upon you.

I hope that this trend continues, because it’s something that can only make work-flow and patient satisfaction better. Yes, this makes a larger workload for CEOs, however, when you work in the medical field you have to realize and dedicate yourself to the knowledge that you will not be working 9-5 Monday through Friday.

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