Articles Review on Healthcare Market

Summary of  "I Think That It Could Work But..."

Hebblethwaite, 2013 suggests that patient-centered health care has been in existence in the health care provision of dementia patients, long-term care, community-based health care as well as mental care. The primary objective of the patient-oriented health care is a holistic approach. Such kind of an approach places the person at the center of all the decisions and interventions made about their health care. This person-centered care, although no much research has been carried out in different fields of health care apart from dementia, it has incredible results on the quality of life of the patient. PCC, as it is commonly referred, acknowledges a person as one who is experiencing regardless of the disease. Through PCC, the health caregiver emphasizes on the abilities and not the patients disabilities. Further, positive feedback and optimism are integral parts of the PCC. Additionally, it is through this model that each patient is treated respectfully with dignity and the human rights being upheld, such that the patient will feel valued and be involved in decision-making about their health care and the available alternatives. Such an approach plays out excellently when the health caregivers propagate the patients plans and not theirs.

Additionally, relationship-centered care aims at providing health care in an environment of interconnectedness. In essence, human beings are social beings who need to relate. In this approach, individualistic tendencies are discarded and the ones promoting interrelationships endorsed. Notably, the major constraint in attaining relationship based care is the medical training that the professionals undertake before joining the field of heath care. The generic approaches that are propagated during training ignore the uniqueness of patients and medical situations.

Analysis of Adapting to new healthcare market.

Royer (2013) highlights that healthcare provision has become increasingly dynamic such that the health facilities of today need to adjust to the market demands of health. Professional leadership will involve competence in the ability to bring significant transformation in the organizations. It is only in incredible leadership that the patients safety will be enhanced and consistent, high-quality health care services offered. Adapting to the new health care market would of necessity comprise of having measurable outcomes that can be evaluated against the control measures. The validity of information acquired would be the basis of great decision making that would provide hospitals with a competitive edge.

The current health care environment requires change because its proving unsustainable. This unsustainability is attributable to four drivers in the current health care delivery services. First, there is inadequate coordination and consistency among health care providers resulting in poor quality medical care. The final result of this scenario is preventable deaths, many errors in the field as well as readmissions following thirty days of discharge. Secondly, there is a need for change following the high cost of acquiring health care in the United States. In fact from the article, it is evident that the actual price has little correlation with the charges that patients are asked to give. Thirdly the health care providers are dissatisfied because the current environment denies that the independence they require in service delivery. Such autonomy would eliminate some errors that are still prevalent. Finally, the focus of todays leaders in the medical field is misaligned such that the focus is on volume than value and illnesses than in wellness of the patient. Thus a transformational change in the delivery system would provide required solutions to the unsustainable health care.

References

Hebblethwaite, S. (2013). "I Think That It Could Work But...": Tensions Between the Theory and Practice of Person-Centred and Relationship-Centred Care. Therapeutic Recreation Journal, 47(1), 13.

Royer, T. C. (2013). Adapting to the new healthcare market. Frontiers of health services management, 29(3), 28-34.