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Showing 181 - 190 of 219 for Leadership

Interprofessional Leadership Training in MCH Social Work

The need to train health social workers to practice interprofessionally is an essential goal of social work education. Although most health social workers have exposure to multidisciplinary practice within their field work, few social work education programs incorporate interprofessional learning as an integrated component of both course work and field experiences (McPherson, Headrick, & Moss, 2001; Reeves, Lewin, Espin, & Zwaranstein, 2010; Weinstein, Whittington, & Leiba, 2003).

Edward Pecukonis - Jan 26, 2015

Reducing barriers to interprofessional training: Promoting

The need to train health professionals who can work across disciplines is essential for effective, competent, and culturally sensitive health care delivery. By its very nature, the provision of health service requires communication and coordination between practitioners. However, preparation for interdisciplinary practice within the health care setting is rare. The authors argue that the primary reason students are not trained across disciplines is related to the diverse cultural structures that guide and moderate health education environments.

Edward Pecukonis - Jan 26, 2015

Interprofessional Education: A Theoretical Orientation Incorporating Profession-Centrism and Social Identity Theory

It is clear that in order to improve health for our citizens, our health work force must be team-focused and collaboration-ready at the time of their graduation. Shortages of adequately trained health care workers must be addressed if we are to reduce the global disease burden for HIV/AIDS and other infectious diseases, infant mortality, childhood preventable disease, among other global health woes.

Edward Pecukonis - Jan 26, 2015

All Together Better Health VII- Plenary Session- Interprofessionalism in a Global Context

A global panel of representatives from the United States, Canada, the United Kingdom, Europe, Australasia, Japan, Eastern and African countries, and the World Health Organization will engage in a moderated dialogue covering top issues related to interprofessional education and practice from their respective regions.

This plenary session features:

Susan Meyer - Jan 20, 2015

All Together Better Health VII- Plenary Session- Advancing Interprofessionalism in the United States

As healthcare systems in the United States grapple with a rapidly changing healthcare environment, leaders explore new models of care to improve quality and reduce costs. This panel will discuss how U.S. health systems are adopting interprofessional care models and creating feedback to modernize education and training programs.

This plenary session features: 

Barbara F. Brandt - Jan 20, 2015

All Together Better Health VII- Keynote Speaker

Sir David Nicholson, KCB, CBE was the Keynote Speaker at All Together Better Health VII, which was held June 6-8, 2014 at the University of Pittsburgh.

Sir David Nicholson was Chief Executive of the National Health Service (NHS) in England from September 2006 to March 2013. From October 2011 to March 2014 he was the first Chief Executive of NHS England, the body responsible for overseeing over £100bn NHS funding per annum to improve quality and secure the best possible outcomes for people.

Susan Meyer - Jan 20, 2015

Practice development: Implementing a change of practice as a team

Practice development (PD), as a framework for multiprofessional working, has immense potential, specifically within change management and the clinical governance agenda. It has been acknowledged as a vehicle for 'continuous improvement'. This article discusses PD through collaborative working using the example of a case study on change of practice in falls reduction within a localised community setting. The process is underpinned by a PD framework and facilitated by leaders of PD within a university setting.

The triple aim: Care, health, and cost

Improving the U.S. health care system requires simultaneous pursuit of three aims: improving the experience of care, improving the health of populations, and reducing per capita costs of health care. Preconditions for this include the enrollment of an identified population, a commitment to universality for its members, and the existence of an organization (an "integrator") that accepts responsibility for all three aims for that population.

Assessing teamwork attitudes in healthcare: Development of the TeamSTEPPS teamwork attitudes questionnaire

INTRODUCTION: The report, To Err is Human, indicated that a large number of deaths are caused by medical error. A central tenet of this report was that patient safety was not only a function of sophisticated healthcare technology and treatments, but also the degree to which healthcare professionals could perform effectively as teams. Research suggests that teamwork comprises four core skills: Leadership, Situation Monitoring, Mutual Support and Communication.

Interdisciplinary communication in the intensive care unit at the University Hospital of the West Indies

OBJECTIVE: To assess the perceptions of physicians and nurses working full-time in the Intensive Care Unit (ICU) at the University Hospital of the West Indies (UHWI) regarding interdisciplinary communication.