Team stuck? The three factors to drive change successfully

Pere Vivó

Let's see if you recognize this situation: endless care agendas full of telephone visits that do not add value, repeated requests that do not follow a scheduling logic or a reasonable priority, few and highly complex face-to-face visits that take up more time than expected, tense situations with some patients and, finally, ending the day with a bitter feeling that the work is pending or poorly resolved...

If the answer is yes, you are in luck because your organization will need deep changes that can be an opportunity for transformation and collective motivation.

Improve the safety of your patients… share your ideas!

José Joaquín Mira

"But, if you don't know how this goes...!" "What are you in for?" "Shut up, you're better!" Expressions like these are common. They modulate the culture of our organizations and, although we do not give them excessive significance, they condition our behaviour. I don't know if it has happened to you, but sometimes we have the feeling that it is better to remain silent than to speak. Sometimes, the fear of being disliked, receiving a bad response, or receiving a reprimand causes us to keep quiet. In the workplace, there are hierarchies, unwritten rules, customs, and group dynamics that determine when and how things are done and what should and should not be said. But this way, the quality of care will never improve and patients will have a higher risk of suffering an adverse event. The culture of the organization contributes to speaking up or shutting up. Individual differences do the rest.

Shadowing for understanding the patient experience

Glòria Galvez

Reference: SoyArte

Who has not seen and cared for a patient who seems lost in the corridors of the hospital and asks for information from every person in a white coat that he comes across? It is likely that if a few days later you asked how it went, they would state that they are generally satisfied with the care, focusing their narrative on the most clinical part, or perhaps they could omit information of interest, giving the answers that he thought we expected to hear.

Express authorization of medicines, a double-edged sword

Cristina Roure

The approval of Aducanumab by accelerated route, by the Food and Drug Administration (FDA), for the treatment of Alzheimer's has been carried out against the unanimous opinion of its Advisory Committee on this matter, which has raised enormous dust. It is the first drug that attacks a supposed cause of the disease instead of its symptoms and has generated great expectations in a therapeutic area in which the gap is notable.

Digital health: about the inequality of the elderly

Marco Inzitari
 

"The prioritization of care for COVID-19 changed the doctor-patient relationship reducing scheduled face-to-face visits for the detection and monitoring of chronic diseases, of almost 41%. To return to pre-pandemic levels of diagnosis and management of chronic diseases, primary health care services would have to reorganize themselves and carry out specific actions for the groups at greatest risk. I quote verbatim an interesting recent article by the group of Dr. Antoni Sisó, current president of the Catalan Society of Family and Community Medicine (CAMFiC) and an outstanding researcher.

From our trench

Soledad Delgado
 

Shoulder Arms Charles Chaplin (1918)

From our trench, everything looked different. Time seemed to have stopped and each day was the same as the previous one. Same path, same faces, the same ritual of preparation to fight an enemy advancing in waves. The pandemic filled everything, to such an extent that we stopped seeing that life continued its course and that other diseases continued their course, seemingly unchecked, appearing before us when, sometimes, it was already too late.

Transforming our health system requires continuity and coherence

Nacho Vallejo
Atenció integral 

Photo of Alexas. Photos in Pexels

“Transforming health care requires continuity and consistency.” This is the title of a Harvard Business Review article written by Mark Britnell. Dr. Britnell is an executive of KPMG International and a global health systems expert. He dedicated his professional life to this field and has worked in more than 80 countries, a circumstance that has allowed him to gain first-hand unique experience of healthcare models. In 2000 he was appointed chief executive of University Hospitals Birmingham NHS Foundation Trust where he was responsible for the design of the largest NHS hospital. He is also the author of the book In Search of the Perfect Health System.