Healthcare at the Crossroads: The Need to Shape an Organizational Culture of Humanistic Teaching and Practice

被引:35
|
作者
Rider, Elizabeth A. [1 ,2 ,3 ]
Gilligan, MaryAnn C. [4 ]
Osterberg, Lars G. [5 ]
Litzelman, Debra K. [6 ]
Plews-Ogan, Margaret [7 ]
Weil, Amy B. [8 ]
Dunne, Dana W. [9 ]
Hafler, Janet P. [10 ]
May, Natalie B. [7 ]
Derse, Arthur R. [11 ,12 ]
Frankel, Richard M. [6 ,13 ]
Branch, William T., Jr. [14 ]
机构
[1] Harvard Med Sch, Dept Pediat, Boston, MA USA
[2] Boston Childrens Hosp, Inst Professionalism & Eth Practice, Boston, MA USA
[3] Boston Childrens Hosp, Dept Med, Div Gen Pediat, Boston, MA USA
[4] Med Coll Wisconsin, Dept Med, Div Gen Internal Med, Milwaukee, WI 53226 USA
[5] Stanford Univ, Sch Med, Dept Med Teaching, Palo Alto, CA 94304 USA
[6] Indiana Univ Sch Med, Dept Med, Indianapolis, IN 46202 USA
[7] Univ Virginia, Sch Med, Dept Med, Div Gen Geriatr Palliat & Hosp Med, Charlottesville, VA 22908 USA
[8] Univ N Carolina, Sch Med, Dept Internal Med, Chapel Hill, NC 27515 USA
[9] Yale Univ, Sch Med, Dept Internal Med, New Haven, CT 06510 USA
[10] Yale Univ, Sch Med, Dept Pediat, New Haven, CT 06510 USA
[11] Med Coll Wisconsin, Inst Hlth & Equ, Ctr Bioeth & Med Humanities, Milwaukee, WI 53226 USA
[12] Med Coll Wisconsin, Dept Emergency Med, Milwaukee, WI 53226 USA
[13] Cleveland Clin, Inst Educ, Cleveland, OH 44106 USA
[14] Emory Univ, Sch Med, Dept Med, Div Gen Med & Geriatr, Atlanta, GA 30322 USA
关键词
humanism; organizational culture; faculty development; burnout; leadership; values; compassionate healthcare; LONGITUDINAL FACULTY-DEVELOPMENT; PHYSICIAN BURNOUT; HUMAN DIMENSIONS; HIDDEN CURRICULUM; JOB-SATISFACTION; VALUES; MEDICINE; PATIENT; PROFESSIONALISM; INTERVENTIONS;
D O I
10.1007/s11606-018-4470-2
中图分类号
R19 [保健组织与事业(卫生事业管理)];
学科分类号
摘要
Changes in the organization of medical practice have impeded humanistic practice and resulted in widespread physician burnout and dissatisfaction. To identify organizational factors that promote or inhibit humanistic practice of medicine by faculty physicians. From January 1, 2015, through December 31, 2016, faculty from eight US medical schools were asked to write reflectively on two open-ended questions regarding institutional-level motivators and impediments to humanistic practice and teaching within their organizations. Sixty eight of the 92 (74%) study participants who received the survey provided written responses. All subjects who were sent the survey had participated in a year-long small-group faculty development program to enhance humanistic practice and teaching. As humanistic leaders, subjects should have insights into motivating and inhibiting factors. Participants' responses were analyzed using the constant comparative method. Motivators included an organizational culture that enhances humanism, which we judged to be the overarching theme. Related themes included leadership supportive of humanistic practice, responsibility to role model humanism, organized activities that promote humanism, and practice structures that facilitate humanism. Impediments included top down organizational culture that inhibits humanism, along with related themes of non-supportive leadership, time and bureaucratic pressures, and non-facilitative practice structures. While healthcare has evolved rapidly, efforts to counteract the negative effects of changes in organizational and practice environments have largely focused on cultivating humanistic attributes in individuals. Our findings suggest that change at the organizational level is at least equally important. Physicians in our study described the characteristics of an organizational culture that supports and embraces humanism. We offer suggestions for organizational change that keep humanistic and compassionate patient care as its central focus.
引用
收藏
页码:1092 / 1099
页数:8
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