Management Lessons for High-Functioning Primary Care Teams
| Autor: | Lindsay J. Giesen, Erin E. Sullivan, Zara Ibrahim, Andrew Ellner |
|---|---|
| Rok vydání: | 2016 |
| Předmět: |
Geriatrics
Teamwork Government medicine.medical_specialty Leadership and Management business.industry 030503 health policy & services Strategy and Management Health Policy media_common.quotation_subject education General Medicine Crisis management Mental health 03 medical and health sciences 0302 clinical medicine Nursing Organizational behavior Health care Medicine 030212 general & internal medicine 0305 other medical science business media_common Theme (narrative) |
| Zdroj: | Journal of Healthcare Management. 61:449-465 |
| ISSN: | 1096-9012 |
| DOI: | 10.1097/00115514-201611000-00011 |
| Popis: | INTRODUCTIONT he need for accessible, efficient, cost-effective, and quality primary care is a recurring theme in the literature. The 15-minute physician visit model fails to provide acute, chronic, and preventive care and does not enable providers to build lasting relationships with patients or manage multiple diagnoses in line with evidence-based recommendations (Bodenheimer & Laing, 2007). These problems have caused a resurgence of interest in team-based primary care among key stakeholders, including government officials, providers, policy analysts, and researchers (Institute of Medicine, 2011; Iglehart, 2009). The rise of integrated models, such as accountable care organizations and patient-centered medical homes (PCMI Is), the critical shortage of primary care physicians, the increasing number of patients covered by insurance since passage of the Affordable Care Act, the prioritization of interprofessional training, and the call for payment reform all suggest a solution that includes implementation of team-based primary care (Iglehart, 2009). By incorporating team-based frameworks and lessons from management, stakeholders can create innovative and holistic solutions for primary care that enable teams to achieve goals (Hackman, 1990). The purpose of this literature review is to examine the extensive management literature on this topic, as well as current trends and recommendations in the healthcare literature. T his review focuses on applying this knowledge to primary care and considers the preliminary research conducted on primary care teams.METHODSStudy DesignWe conducted an extensive, semistructured review of management and healthcare literature to identify research on teams. We identified articles in the Business Source Complete (Premier, Elite, and Main Edition), Academic Search Complete (Premier, Elite, and Main Edition), Coogle Scholar, and PubMed databases, and we also identified relevant reports and white papers on prominent healthcare websites, including-but not limited to-The Commonwealth Fund, The Robert Wood Johnson Foundation, and T he Johns I Jopkins Primary Care Consortium. In addition, we examined cited works and references to discover additional publications. The following key search terms, as well as stems, variants, and synonyms, were used in combination across the databases: "management," "teams," "teamwork," "interprofessional teams," "cross-functional teams," "highfunctioning, " "high-performing," "health care," and "primary care." Additionally, the MeSH (Medical Subject Headings) headings "primary health care" and "patient care team" were used in PubMed to focus results. We queried databases and collected articles dating from 1979 to 2015.Inclusion Criteria and Articles IdentifiedAll articles identified in the preliminary searches were selected because of their interdisciplinarity and potential applicability to healthcare. "Management" searches yielded results from the fields of general management, service management, operations management, crisis management, organizational behavior, and strategy. We excluded articles from the field of information services because we determined that their technologyfocused team structure was too narrow and did not directly apply to healthcare. Our search for "teams" and "teamwork" included, but was not limited to, literature detailing members of a team and their behavior, planning, and execution of teamwork, situations requiring teams, and benefits and challenges of teams. We also included seminal literature on "interprofessional" and "cross-functional" teams. For the terms "high functioning and high performing," we included literature pertaining to the distinction between successful and unsuccessful teams. When searching for the term "health care," we included only literature relevant to the field in general; with the exception of primary care, subspecialties were excluded. Within primary care, we included existing models and evidence of team-based care for adults from internal medicine, family medicine, pediatrics, and geriatrics; literature focusing on mental health was excluded because of its lack of integration with primary care. … |
| Databáze: | OpenAIRE |
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